Office of Freight, Logistics & Passenger Operations (FLP)

Organization & Activities Guide

2017

Florida Department of Transportation

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TABLE OF CONTENTS

OFFICE OF FREIGHT, LOGISTICS AND PASSENGER OPERATIONS OVERVIEW ...... 3 Office Of Freight, Logistics and Passenger Operations ...... 4 AVIATION AND SPACEPORTS OFFICE ...... 7 Aviation System ...... 7 Spaceports System ...... 8 Aviation and Spaceports Staff ...... 9 Aviation & Spaceports Office Activities ...... 12 15 Key Areas of Responsibility ...... 12 Aviation Grants ...... 16 Funding ...... 17 Spaceports ...... 18 FDOT and Spaceports ...... 18 FDOT & Space Florida Recent Collaboration...... 19 Future of Spaceports ...... 20 Resources ...... 20 FREIGHT & MULTIMODAL OPERATIONS ...... 21 Rail System ...... 21 Motor Carrier System ...... 22 Freight and Multimodal Operations Staff ...... 23 FREIGHT AND MULTIMODAL OPERATIONS OFFICE ACTIVITIES ...... 26 Rail ...... 26 Transportation Investment Generating Economic Recovery (TIGER) ...... 29 Rail Line Relocation (RLR) ...... 29 Railroad Rehabilitation and Improvement Financing (RRIF) Loans ...... 29 State Infrastructure Bank (SIB) Loans ...... 29 Motor Carrier ...... 31 Freight ...... 35 SEAPORTS OFFICE ...... 39 SeaporT Locations ...... 39 Seaports Staff ...... 40 Seaports Office Activities ...... 42 TRANSIT OFFICE ...... 47 Transit System ...... 47 Transit Staff ...... 48 Transit Office Activities ...... 51

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DISTRICT OVERVIEW ...... 63 DISTRICT 1 ...... 65 District 1 Staff...... 66 DISTRICT 2 ...... 72 District 2 Staff...... 73 DISTRICT 3 ...... 78 District 3 Staff...... 79 DISTRICT 4 ...... 84 DISTRICT 4 STAFF ...... 85 DISTRICT 5 ...... 90 District 5 Staff ...... 91 DISTRICT 6 ...... 99 District 6 Staff ...... 100 DISTRICT 7 ...... 105 District 7 Staff ...... 106 FLORIDA’S TURNPIKE ENTERPRISE ...... 110 Florida’s Turnpike Enterprise Staff ...... 111

FLP ORGANIZATION & ACTIVITIES GUIDE 2 OFFICE OF FREIGHT, LOGISTICS AND PASSENGER OPERATIONS OVERVIEW

OFFICE OF FREIGHT, LOGISTICS AND PASSENGER OPERATIONS OVERVIEW

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OFFICE OF FREIGHT, LOGISTICS AND PASSENGER OPERATIONS The Office of Freight, Logistics and Passenger Operations (FLP) encompasses a level of modal representation and industry engagement unlike any other state DOT organization. FLP acts as a tool to better connect, develop, and implement a freight planning process that maximizes the use of existing facilities while integrating and coordinating the various modes of transportation, including the combined utilization of both government-owned and privately owned resources. Annually, FLP allocates funds toward transportation infrastructure improvements in all the modes. With progression in mind, the FLP Office is structured with the governor’s multimodal transportation initiatives in line – to transform Florida into a global hub for trade, logistics, and manufacturing-oriented activities. Working together collaboratively, FLP leads Florida’s multimodal-transportation initiatives through work with federal and local government partners in planning, coordination, financing, grant management, ridership, and regional analysis. Each modal office strives to create and seek out opportunity through program and project management in order to support the FDOT comprehensive multimodal transportation system, working in coordination with a variety of offices in the Florida Department of Transportation (FDOT) and agency partners. The Office of Freight, Logistics and Passenger Operations office includes the following: • Aviation and Spaceports Office • Freight and Multimodal Operations Office • Seaports Office • Transit Office • District Freight Coordinators

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The offices under FLP are responsible for developing motor carrier, rail, transit, seaport, waterways, aviation and spaceport opportunities through program and project management in order to support the FDOT comprehensive multimodal transportation system. Activities include system plan development, modal project identification and prioritization, research and support of FDOT districts and their partners.

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AVIATION AND SPACEPORTS OFFICE

AVIATION SYSTEM

July 3, 2017

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SPACEPORTS SYSTEM

July 3, 2017

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AVIATION AND SPACEPORTS STAFF

Aaron Smith State Aviation Manager

Andy Keith Tom Duncan David Roberts Aviation Development Spaceport Development Aviation Operations Administrator Manager Administrator

Todd Cox Greg Jones Aviation Program Airspace & Land Use Development Manager Manager

David Smith Jim Halley Airport Inspection & Safety Aviation System Manager Manager

Abdul Hatim Vacant Aviation Engineering Aviation Communications Manager Manager

Mike McClure Alice Lammert Aviation Environmental & Private Airport & Finance Freight Manager Manager

*District Modal Contacts located in each district section.

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Aviation and Spaceports Staff Responsibilities Aaron Smith State Aviation Overall responsible for the development and management of the Florida Department of 850-414-4514 Manager Transportation (FDOT) Aviation Program and related functions. Functional areas include: statewide aviation program funding policy. Funding allocation for the seven districts, statewide system planning, airport development work program coordination and liaison. Aviation safety related regulatory responsibilities. The State Aviation Manager reports directly to the State Freight and Logistics Administrator. Andy Keith Aviation Manages the Department's statewide aviation development program. 850-414-4516 Development Formulates aviation technical policies, procedures and criteria. Administrator Analyze long-range needs, issues and alternatives for the statewide airport and airspace system. Prepares the Department aviation work program and budget. Develops the aviation portion to the Florida Transportation Plan. Todd Cox Aviation Program Reviews Department’s aviation work program and district aviation work programs. 850-414-4510 Development Reviews airport master plans, and specifications produced by Florida airports. Manager Publishes aviation forecasts and management summary reports for Florida’s public airports. Assists the Department’s district office personnel with airport planning issues. Manages the department Aviation policies and procedures and JACIP. Jim Halley Aviation System Oversees the Department’s statewide aviation system planning program. 850-414-4505 Manager Manages the Continuing Florida Aviation System Planning Process (CFASPP). Serves as liaison with other FDOT Departments related to the Aviation Program. Abdul Hatim, Ph. D. Aviation Engineering Assists District and local government with technical issues related to airport design and 850-414-4504 Manager construction. Maintains State of Florida standard specifications for airport design and construction. Manages the State Aviation Pavement Management Program. Mike McClure Aviation Serves as the technical advisor for airport environmental studies. 850-414-4506 Environmental & Reviews all aviation and non-aviation related environmental studies. Freight Manager Manages the Air Cargo/Air Freight program. Serves as liaison and provides airport system data and financial needs to SIS planners. Tom Duncan Spaceport Provides critical review and dissemination of analyses with regard to significant 850-414-4513 Development aerospace issues. Manager Analyzes the effects of new requirements, and provides suggestions to meet requirements to key leadership and management in FDOT central and district offices. Promotes development and improvement of aerospace transportation facilities. Coordinates the development of spaceports. Provides input related to infrastructure and related transportation facilities contained in the Strategic Intermodal System Plan (SIS). Addresses intermodal requirements and impacts of space transportation facilities.

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Aviation and Spaceports Staff Responsibilities David Roberts Administrator - Maintains the department’s statewide aviation regulatory and funding programs. 850-414-4507 Aviation Operations Oversees the statewide airport site approval, inspection, licensing, and registration programs. Oversees tall structure permit application and airport protection zoning/airport land use compatibility zoning programs. Oversees airport security programs. Serves as the Department liaison for the Florida Air Operations Branch (State Emergency Response Team). Analyzes legislation and fiscal policy and formulation and enforcement of aviation policies, procedures, and criteria to ensure a safe, secure, efficient, and adequately funded aviation system. Greg Jones Airspace & Land Use Manages the statewide Airspace Protection and Airport Land Use Compatibility 850-414-4502 Manager Programs. Provides technical assistance to Aviation and Spaceports Office and other state and federal agency staff in the review of airport master plans, airport layout plans, and comprehensive plan amendments. Develops and coordinates agency/consultant project team tasked with Airspace Protection and Airport Land Use Compatibility Programs. Provides technical assistance to agency and local government staff as a part of public-use airport site approval, airport inspection, and airport licensing airport protection zoning, and tall structure/incompatible land use permitting process. Serves as the Department liaison for the Florida Air Operations Branch (State Emergency Response Team). David Smith Airport Inspection & Manages the statewide Public Airport Inspection and Safety Program and Public Airport 850-414-4515 Safety Manager Site Approval and Public Airport Licensing Program. Provides technical assistance to public use airport owners and representatives on corrective actions to remove licensing deficiencies. Implements safety-related airport improvements. Reviews aviation accidents and incident reports to identify hazardous trends that may affect Florida’s airports. Vacant Aviation Manages the statewide Aviation Communications and Educational Outreach Programs. 850-414-4512 Communications Researches, prepares, collects, edits, and disseminates aviation-related information and Manager data within and between FDOT Central and District offices. Manages FDOT Aviation communication resources such as the Aviation and Spaceports Office website, The Florida Flyer, and the Florida Aeronautical Chart and Directory. Coordinates public outreach efforts during Florida’s aviation shows and exhibitions. Reviews and approves airport security plans. Alice Lammert Private Airport & Manages the statewide Private Airport Site Approval Program, Private Airport 850-414-4503 Finance Manager Registration Program, and the Private Airport Inspection and Licensing Program. Reviews, analyzes and issues or denies site approvals for private-use aviation facilities. Provides assistance to private-use airport owners with airport registration and self- certification. Monitors the current year statewide Aviation Work Program to ensure compliance with Aviation Program goals and that all encumbrances are within allocation limits and expenditures are from applicable financial projects. Serves as the Department liaison for the Florida Air Operations Branch (State Emergency Response Team). * District Modal Contacts located in each district section.

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AVIATION & SPACEPORTS OFFICE ACTIVITIES FDOT’s Aviation and Spaceports Office is supported by representatives from each of the seven FDOT districts. District Aviation Office’s key areas of responsibilities include coordinating planning and capital improvement program activities with local governments, aviation grant program implementation, aviation system plan implementation, and project technical assistance. The district offices review and program airport planning and capital improvement projects in the Work Program after evaluating Department priorities and airport funding priorities, and evaluating consistency with the Florida Transportation Plan, Florida Aviation System Plan, the airport’s master plan and airport layout plan along with any long range transportation plan, and applicable Federal Aviation Administration guidelines.

Aviation and Spaceports $257,100,000

Current: FY 2017/2018

Future: FY 2018/2019 to 2021/2022 $875,700,000

*As of April 5, 2017, FDOT Program & Resource Plan

15 Key Areas of Responsibility 1. Florida Aviation System Plan As part of previous Continuing Florida Aviation System Planning Process projects, the Aviation and Spaceports Office of FDOT developed, a Strategic Plan that established goals and policies related to the development of the statewide aviation system. The latest Strategic Plan, included in the FASP 2025, examined the issues facing Florida and the challenges and opportunities relative to the statewide aviation system. As part of this process, goals and objectives were established, and policies were reviewed to determine how the existing Florida aviation system was performing. These goals and policies help to guide the Aviation and Spaceports Office in funding priorities. For more information, see Florida Aviation System Plan.

2. Florida Aviation Database The Florida Aviation Database (FAD) is the central repository for Florida Aviation System Data. The FAD was originally developed in 1994 as a means of collecting airport capital project requests. Since that time, it has been expanded for storing and providing data and applications for FDOT staff, FAA Airports District Office personnel, as well as public and private airport users. The system has been modified to share aviation system information with the State Emergency Response Team and improve the functionality of the Disaster Preparation section. There has been a continuing effort to enhance applications within the FAD based on user recommendations, extended system functionality, and best management practices of the information management community. As one of the primary roles of the State Aviation and Spaceports Office is the approval, dissemination, and management of state public funding for the development and improvement of the Florida aviation system, the Joint Automated Capital Improvement Program (JACIP) and the JACIP Project Management (JPM) applications play vital roles in the day-to-day workflow of the industry.

3. Airport Inspection and Licensing Program FDOT implements a site approval process for proposed public-use airports and an annual inspection and licensing program in our state in order to help protect the public health, safety, and general welfare. Inspection and licensing of

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new and existing public-use airports is accomplished on an annual basis. For additional information, see Florida Public Airport.

4. Private Airport Registration Florida law changed regarding private-use airports, effective October 1, 2003. Like public-use airports, the law still requires prior site approval by the department for newly proposed private-use airports. However, changes to Chapter 330, Florida Statutes and Chapter 14-60, Florida Administrative Code now require only certification of required preliminary information by the owner for airport site approval plus subsequent certification of airport data in lieu of previously required inspection and licensing. For additional information, see Florida Private Airport.

5. Economic Impact Study Every few years, FDOT’s Aviation and Spaceports Office performs an in-depth analysis of the economic impact of the aviation system. All public-use facilities are evaluated, as well as several military and private airfields. The latest update to the study shows that the aviation system in Florida contributes over $144 billion to the state’s economic activity each year. The study also takes an in-depth look at that overall number, and breaks it down into several categories. Every airport that participates in the study also receives an individual summary analysis that highlights airport specific economic impacts that were calculated as part of the study. This information is presented in individual brochures for use in educating local decision-makers and the public. For more information, please see Florida Statewide Economic Impact Study.

6. Air Service Study Originally created in 2000 and updated every 2-3 years, this study provides FDOT with current and historical data to benchmark changes in Florida’s commercial airline service. The study examines international, national, and Florida aviation-specific trends and conditions and investigates how these trends may possibly affect Florida’s air service. Additionally, existing levels of non-stop service and the commercial airline service market are reviewed for intrastate, interstate, and international routes. The information obtained from this review will be used to help determine the adequacy of scheduled commercial airline service in Florida and ultimately to identify airports or FDOT Districts within the State that appear to be capable of supporting improvements in their commercial airline service. For more information, please see Air Service Studies.

7. Air Cargo System Plan Update In today’s global economy, the huge volume of time-critical, high-value products crossing national boundaries by aircraft results in markets and industries being connected together. In addition, air cargo companies are increasingly involved in manufacturers’ supply chain management. Highlights from this update include the following: • Florida’s commercial airports enplane over 11 percent of the nation’s air cargo; • 36 percent of Florida’s international trade dollars are generated by air cargo shipments; • The economic impact of air cargo produced or sold in Florida totals $33.4 billion each year.

While many airports in Florida can accommodate air cargo activity to a certain degree, there are 15 airports in Florida that have scheduled air cargo service supporting business and industry throughout the State. Florida’s air cargo activity is heavily concentrated at Miami International Airport, which accounts for 80.9 percent of the State’s 2011 total air cargo volume. In the same year, Florida’s SIS (Strategic Intermodal System) Airports moved a combined 2.7 million tons of air around the globe. Florida’s airports directly served 41 domestic and 94 international destinations with either dedicated all-cargo or wide-body passenger aircraft. Additional information is available via these links: • Florida Air Cargo Executive Summary Brochure • 2016 Florida Air Cargo System Plan Update 8. FAA Stormwater Pond Study

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The Florida Department of Transportation recently undertook a multi-year study of airport stormwater quality, quantity and compatible Best Management Practices. The objective was to improve airport safety by reducing wildlife attractants, while still meeting all state and federal water quality and quantity management requirements. The Florida Department of Environmental Protection (FDEP), the State Water Management Districts (WMDs) and the Federal Aviation Administration (FAA) provided review and guidance of the work. The FAA also assisted with project funding. The following project documents of the Stormwater Program were updated in 2016: • Program Summary of the FAA Pond Post-Construction Monitoring at the Naples Municipal Airport (January 2016) • Technical Report on the Water Management Performance of the FAA Pond at Naples Municipal Airport (January 2016) • Statewide Airport Stormwater Best Management Practices Manual (January 2016 Revision)

These publications are now provided in an electronic only format available on the office website at www.fdot.gov/aviation/flpub.shtm.

9. Continuing Florida Aviation System Planning Process The Continuing Florida Aviation System Planning Process (CFASPP) is a method used within Florida to continually monitor the aviation environment and determine the development requirements to best meet projected aviation demands. This process is a component of the Federal Aviation Administration’s Continuous Airport System Planning Process. For more information, see CFASPP.

10. Airspace Obstruction Permitting FDOT Airspace Obstruction Permitting Program implements provisions of Chapter 333, Florida Statutes (F.S.) by administering provision aimed to protect the national airspace over Florida by preventing hazards to air navigation. The law gives FDOT responsibility and authority for issuance of Airspace Obstruction Permits for any proposed structure exceeding federal obstruction standards within 10 nautical miles of any public-use or military aviation facility. That requirement is only applicable under the condition that the local jurisdiction has not adopted a local airport protection- zoning ordinance, which meets requirements of Ch. 333, F.S. In that event, FDOT provides review of airspace impacts and technical assistance to local governments (when requested) as a part of the local zoning process. As a part of the airspace obstruction permitting process, the program manager reviews airspace obstruction permit applications in accordance with s. 333.025, F.S. criteria, and in accordance with criteria contained in CFR Title 14 Part 77, as well as the FAA Advisory Circulars. Determination to issue or deny a permit is based upon an evaluation whether or not the proposed structure will result in an adverse impact on air navigation. Management of the Airspace Obstruction Permitting program also involves close coordination with the FAA and local zoning authorities, technical assistance on marking and lighting, tall structure evaluation and technical assistance to FDOT aviation staff. In order to assist the local zoning authorities the Aviation and Spaceports Office (ASO) has developed numerous resource documents regarding airport zoning regulation requirements of Chapter 333, F.S., and have posted them to the ASO website (www.fdot.gov/aviation). It is desirable for the Program Manager to receive obstruction evaluation and airport airspace analysis training from the FAA Academy, which is based on the same curriculum used to train the FAA Air Traffic Specialists and Technicians.

11. Land Use Compatibility The issue of land use compatibility has been a matter of concern to the airport community for a couple of decades. The focus of the Florida DOT Airport Land Use Compatibility project has been shifting to assemble and examine nationwide best practices in active airport land use compatibility, and to provide guidance to Florida’s communities on policy implementation at the grassroots level. Several legislative measures on land use compatibility are contained within the amended Chapter 333, F.S., with focus on local government implementation with technical assistance by FDOT’s Aviation and Spaceports Office. Section 333.03(2), F.S. requires the political subdivisions to address certain specific land

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use compatibility issues. The Department is working to create land use compatibility guidelines to be implemented into an agency rule. The Airspace and Land Use Manager is responsible for managing consultant projects concerning the Land Use Compatibility Program.

12. Aviation Communication and Outreach FDOT’s Aviation and Spaceports Office has a variety of aviation information products and data serving FDOT Offices; various federal, State and local government agencies; and the aviation community. The office produces “The Florida Flyer”, a quarterly newsletter, the “Florida Aeronautical Chart”, an annual publication that depicts all the public airports, in the state of Florida, and the “Florida Airport Directory “, also an annual publication that contains vital information, about both the public and private airports. These publications are now provided in an electronic only format available on the office website at www.fdot.gov/aviation/flpub.shtm.

The office also promotes Aviation in Florida by participating in the Experimental Aircraft Association Fly-In at Lakeland Linder Regional Airport, and the U.S. Sport Aviation Expo at Sebring Regional Airport. The Aviation and Spaceports Office also coordinates with Enterprise Florida and Visit Florida, the state’s partnerships for economic and tourism development.

13. SERT Air Operations Branch The State Emergency Management Act, Chapter 252, F.S. mandates the development of the Florida Comprehensive Emergency Management Plan. The State Emergency Response Team Air Operations Branch was created as a part of that mandate as an interagency team, established under the authority of the Operations Section within the Division of Emergency Management, with the responsibility to improve the utilization of air assets during a response to an emergency. FDOT’s Aviation and Spaceports Office is a part of this interagency team, and provides personnel, assets, and information to the Air Operations Branch within its framework.

During activation, FDOT Aviation and Spaceports Office provide three staff members to serve in the Air Supports Group (currently, Aviation Operations Administrator, Airspace and Land Use Manager, and the Private Airport and Finance Manager). Staffs in the aforementioned positions are on-call essential personnel, however, in the event that additional staff or resources are required to supplement the response, other Aviation and Spaceports Office and District aviation personnel may be requested to assist. As a part of this effort, Aviation and Spaceports Office staff is closely collaborating with Office of Emergency Management staff. For more information, see State Emergency Response Team (SERT).

14. Statewide Airfield Pavement Management Program (SAPMP) The Florida Department of Transportation (FDOT) Aviation and Spaceports Office (ASO) supports a longstanding initiative for monitoring the condition and lifespan of the operational pavements at airports across the state. The primary goal of this program is to provide participating public airports with the data necessary to prioritize pavement maintenance and rehabilitation, determine maintenance scheduling, performing material evaluations and supporting design considerations. This effort incorporates the latest airfield pavement management procedures and policies from Federal Aviation Administration (FAA) and American Society Testing Materials (ASTM), and includes a pavement inspection program that has resulted in a series of Statewide Pavement Management Summary Reports, the District Pavement Management Summary Reports, the individual Airport Final Pavement Management Report, the Airfield Pavement Inspection Reference Manual, the Airfield Pavement Distress Repair Manual, and the Inspection Methodology for Whitetopping Manual. Pursuant to Section 332.006, FS, the Statewide Pavement Inspection Program schedules inspections of pavements at participating airports on approximately a three year cycle. This program is funded jointly by the Federal 90% and State 10%.

15. Airport Sustainability

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FDOT’s Aviation and Spaceports Office (ASO) developed the Florida Airport Sustainability Guidebook to lead Florida’s airports into a successful and sustainable future. To do so, the Guidebook presents airports with recommended methods and guidance for developing an effective sustainability plan and implementing sustainability initiatives. Its primary goal is to give airports the opportunity to become as sustainable as possible, thus enhancing the airport’s economic prosperity and operational efficiency. All of Florida’s airports, both commercial service and general aviation (GA), are faced with daily challenges of meeting roles and expectations within the Florida aviation system, meeting the demands of increased operations, and increased pressure to become as financially self-sufficient as possible. Sustainability planning can help airports handle increased air traffic, as well as create a strong public image of the airport, while simultaneously decreasing costs. Being such a diverse and important player to national aviation and to the State’s economy, Florida’s aviation system needs to evolve in concert with modern initiatives and strategies to enhance the overall airport.

By assisting airports in undertaking comprehensive sustainability initiatives and strategies, FDOT seeks to enhance their financial investment in Florida’s airports by providing the tools and resources necessary for airports to increase their financial self-sufficiency, operational efficiency, social responsibility, and environmental awareness.

Aviation Grants 1. Strategic Airport Investment Program In 2014, the Florida Legislature created the Strategic Airport Investment Program, which marked a milestone in Aviation infrastructure improvements, and investment. Section 332.007(10), F.S. provides additional funding flexibility for strategic airport projects that better positions the state to maximize international trade and aviation industry growth opportunities. The statute authorizes the Department to fund projects up to 100 percent if important access and on- airport capacity improvements are provided; the capital improvements strategically position the state to maximize opportunities in international trade, logistics, and the aviation industry; the goals of an integrated intermodal transportation system for the state are achieved; and feasibility and availability of matching funds through federal, local, or private partners are demonstrated. This new provision does not include any new funds or revenue sources. Projects funded utilizing the new flexibility will be vetted using criteria similar to the Strategic Port Investment Initiative passed by the 2012 Florida Legislature.

2. FDOT Aviation Grant Program FDOT funding comes primarily through the State Transportation Trust Fund. This program is the result of contributions from multiple funding sources, including revenue from the state’s aviation fuel tax. Each year, the Florida Legislature appropriates a portion of this fund to the State Aviation Program. For more information, see the FDOT Aviation and Spaceports Grant Program.

3. The Airport Improvement Program (AIP) The AIP focuses on providing funding for capital projects on airport property, as well as off-site projects related to mitigation. All publicly owned Florida airports that are open for public use are eligible for AIP funding.

Discretionary Capacity Program The Discretionary Capacity Program provides funding for capacity-related improvement projects, including those projects dealing with off-airport access. This funding program is available to airports with scheduled intercontinental service.

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5. Strategic Intermodal System (SIS) The SIS is a network of high-priority transportation facilities around the state. The aviation component of this program helps to fund capital projects that focus on mobility between economic regions. To be eligible for SIS funding, an airport must meet certain criteria focusing on transportation within the state and economic impact.

6. Federal Aviation Administration (FAA) Aviation Funding A large portion of funding for Florida’s airports comes from the FAA’s various Airport Improvement Funding (AIP) programs. The FAA provides both entitlement and discretionary funds to airports. These funds are appropriated to certain projects based on the FAA’s prioritization system. For more information on FAA funding and airport eligibility criteria, refer to the FAA’s AIP website at FAA.

Funding 1. State Infrastructure Bank (SIB) loans The State Infrastructure Bank (SIB) is a loan and credit enhancement program used to leverage funds to increase transportation project feasibility. The SIB can provide loans and other assistance to public entities on projects eligible for assistance under state and federal law, but cannot provide assistance in the form of a grant. Projects requiring a SIB loan must provide increased mobility for the state’s transportation system, or provide intermodal connectivity with airports or other transportation hubs. Emergency loans for public-use airports are also available at SIB.

2. Airport Revenue Airports generate revenue from landing and terminal fees, concessions, advertising, and fuel sales. Revenue is also increasingly being developed through airport land leasing, hangar rentals for non-aviation use, and commercial facilities located on airport property. One of the largest factors in funding commercial service airports is the Passenger Facility Charge (PFC). PFCs are charged by the airport to the operating airlines, and can be collected for every enplaned passenger at commercial airports controlled by public agencies. Airports use these fees to fund FAA-approved projects that enhance safety, security, or capacity; reduce noise; or increase air carrier competition.

3. Bonding Airports and local governments can issue bonds as a way to raise funds for airport projects. Airports issue bonds in order to refinance existing debt or to raise funds for development projects such as a terminal, hangars, or maintenance facilities.

4. Funding Needs Each year, the Aviation and Spaceports Office funds projects directly related to specific categories of airport improvements. These categories of funding are capacity, preservation, revenue/operational, safety, environmental, and security-related projects. For more information on the grant program, please see the Florida Aviation Project Handbook.

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SPACEPORTS

FDOT and Spaceports Florida has one of the most dynamic transportation systems in the world. Besides roads, bridges, seaports, rail, and airports, we also have a leadership role in America’s space program. Substantial public benefits gained from the space program, such as global positioning systems (GPS), weather forecasting, disaster response, smartphones, and NextGen rely on satellites to enhance our transportation system and improve our quality of life. The Florida Department of Transportation (FDOT) uniquely includes support for spaceports as part of our transportation network. FDOT and Space Florida work together to provide space transportation services and infrastructure in the State. FDOT, through its Spaceport Improvement Program, provides funding assistance for projects that: • Improve aerospace transportation facilities; • Encourage coordination between airports and spaceports; • Foster interagency efforts to improve space transportation capacity and efficiency.

Since the beginning of the United States space program, Florida has been at the forefront of all aspects of the space industry. As the center of National Aeronautics and Space Administration (NASA) and the United States Air Force’s (USAF) space launch infrastructure since the 1950’s, space transportation has had a major effect on Florida’s economy and its multi-modal transportation system. Though accommodating this mission has always been a significant role of FDOT, “space” itself was not previously considered a separate mode of transportation to be planned/programmed by the State. This view began to change as space transportation technology continued to mature and the prospect of commercial spaceflight became a greater reality. In 1999, Florida designated “space” as an official mode of transportation and “spaceports” as the associated transportation facilities. This official designation gave “space” a standing within FDOT, similar to other long-established modes such as roads, bridges, rail, airports, and seaports. With this designation, spaceports and space transportation were aligned to help FDOT achieve its primary mission. Most importantly, Florida law establishes a process for incorporating spaceport and aerospace industry related needs into the Florida Transportation Plan (FTP) and the Strategic Intermodal System (SIS). Both the FTP and the SIS are the primary drivers for delivering state transportation product in Florida. The FTP provides the policy framework for allocating FDOT’s funding that will be spent to meet the transportation needs of residents, tourists, and businesses between now and 2060. The FTP identifies the goals and objectives for the next several decades and addresses the needs of the entire state transportation system. One of the stated goals of the FTP is to strengthen coordination among seaports, airports, spaceports, railroads and other modal partners. The SIS is a statewide system of transportation facilities that play a critical role in moving people and goods to and from other states and nations, as well as among economic regions within Florida. The SIS serves as the state’s highest priority for statewide mobility. Incorporating space and aerospace related needs into the FTP and the SIS is a significant commitment by the state to support a major sector of Florida’s economy. Space Florida, an independent special district of the State of Florida, serves as the state’s lead entity for state aerospace- related activities with federal, military, and state agencies as well as the private sector. Space Florida promotes and assists Florida’s aerospace business sector by providing access to space transportation facilities, financing, support services, and innovative education programs. Created as an Independent Special District pursuant to Chapter 331, Part II, Florida Statutes, Space Florida is charged with fostering the growth and development of a sustainable and world- leading space industry in Florida.

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Space Florida is required under state statute to “develop a spaceport master plan for the expansion and modernization of space transportation facilities within spaceport territories”. The Florida Spaceport System Plan functions in this role, incorporating the various individual spaceport master plans across the state, including the Cape Canaveral Spaceport Master Plan. Within this System Plan, Space Florida maintains a list of recommended capital projects eligible to be funded through FDOT. FDOT & Space Florida Recent Collaboration FDOT and Space Florida work closely together in order to provide space transportation services on spaceport properties throughout the State. With the Federal Aviation Administration’s (FAA) licensure of commercial spaceports at Cape Canaveral in 1999 and Cecil Spaceport in 2010, coupled with the potential for more in the future. Florida is in a unique position of having an expanding system of spaceports. Further, due to the programmatic changes associated with the retirement of the NASA Shuttle Program, access to an increasing number of unused federal space launch facilities led Space Florida, in partnership with FDOT, to take a more active role in the planning and funding of spaceport infrastructure. This expanding role has led to the Spaceport Improvement Program and other significant milestones that are securing Florida’s place as a global space transportation leader. As Florida’s aerospace industry development organization, Space Florida fosters bold economic development activities to expand and diversify domestic and international opportunities. These efforts support talent development, enhance infrastructure, and support governments and organizations in improving the state’s competitive business climate. Space Florida does this by supporting, assisting, facilitating, and consulting on space industry-related needs for attracting, retaining, and expanding aerospace or related supply chain businesses (aerospace partners) that create economic opportunities in Florida. Recent collaboration efforts include: • Provided funding assistance to Space Florida for improvements to Launch Complex-36 at Cape Canaveral Spaceport. The improvements provide for rocket engine testing and development at the complex. • Continued to support Space Florida’s efforts to obtain an FAA commercial launch site operator license for the Shuttle Landing Facility at Cape Canaveral Spaceport. • Provided Space Florida with engineering technical expertise for facility assessments of the Shuttle Landing Facility, Launch Complex-46, solid propellant processing areas, and future launch pad sites.

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Future of Spaceports As the commercial space sector develops, Florida will face new challenges to provide a safe aviation/aerospace environment while promoting economic development. The challenge for FDOT going forward will be identifying, balancing, and incorporating the various regulatory and economic aspects of these evolving commercial space activities with its mission to provide a safe and secure air transportation system. Resources FDOT Aviation Home Page - http://www.fdot.gov/aviation/ Staff Directory - http://www.fdot.gov/aviation/staff.shtm Economic Impact -http://www.fdot.gov/aviation/economicimpact.shtm Aviation Project Handbook - http://www.fdot.gov/aviation/flpub.shtm Data and Forecasting - http://www.fdot.gov/aviation/planning.shtm Airport Inspections - http://www.fdot.gov/aviation/safeinsp.shtm Compatible Land Use - http://www.fdot.gov/aviation/flpub.shtm Florida Aviation System Plan - http://www.fdot.gov/aviation/FASP_details.shtm Florida Spaceport Systems Plan - http://www.spaceflorida.gov/docs/spaceport-ops/florida-spaceport-systems-plan- 2013_final.pdf?sfvrsn=2 Cape Canaveral Spaceport Complex Master Plan - http://spaceflorida.gov/docs/default-source/spaceport-ops/sf-bod- approved-ccs-master-plan-02-01-17.pdf?sfvrsn=2 Cecil Spaceport Master Plan - http://www.flyjacksonville.com/Cecil/Spaceport/spaceport-mp.pdf Florida Private Airport Registration & Site Approval - http://www.floridaprivateairport.com/ Florida Flyer Newsletter - http://www.fdot.gov/aviation/newsletters.shtm Continuous Florida Aviation System Planning Process – http://www.cfaspp.com FDOT Spaceports Home Page - http://www.fdot.gov/aviation/spaceports.shtm Spaceport Project Handbook - http://www.fdot.gov/aviation/flpub.shtm Space Florida - http://www.spaceflorida.gov/ Key Contacts Space Florida Executive Staff - http://www.spaceflorida.gov/about-us/staff

FLP ORGANIZATION & ACTIVITIES GUIDE 20 Freight and Multimodal Operations Office

FREIGHT & MULTIMODAL OPERATIONS

RAIL SYSTEM

July 3, 2017

FLP ORGANIZATION & ACTIVITIES GUIDE 21 Freight and Multimodal Operations Office

MOTOR CARRIER SYSTEM

July 3, 2017

FLP ORGANIZATION & ACTIVITIES GUIDE 22 Freight and Multimodal Operations Office

FREIGHT AND MULTIMODAL OPERATIONS STAFF

Rickey Fitzgerald Freight & Multimodal Operations Office Manager

Holly Munroe Scott Allbritton Freight and Rail Planning Rail Operations and Programs Administrator Administrator

Rick Leggett Vacant Inspection Program Rail Contracts & Signal Program Manager Engineer

Jim Mason Laura Regalado Track Inspection Crossing Opening/Closure Program Analyst Kevin Sweat Catherine Bradley, PE Operating Practices Inspection Rail Capacity Production Engineer Rob Harrell Hazmat Inspection Michael Dowell, PE Rail Corridor Programs Engineer John Barragan Signal & Train Control Inspection Marcus Richards Administrative Assistant (OPS) Jordan Eady Signal & Train Control Inspection

Ralph Vargas Motive Power & Equipment Inspection

Bob Snapp Operating Practices Inspection

*District Modal Contacts located in each district section.

FLP ORGANIZATION & ACTIVITIES GUIDE 23 Freight and Multimodal Operations Office

Freight and Multimodal Staff Responsibilities Ricky Fitzgerald Freight and Multi- Overall leadership, direction, and support for rail staff activities and lead support to Florida 850-414-4702 Modal Operations Rail Enterprise. Office Manager Rail policy and technical support to executive leadership Primary liaison with private rail industry, Federal Railroad Administration, and Amtrak. Lead preparations and response to major rail incidents and emergencies. Lead on rail freight/rail passenger interoperability issues with freight railroads and intercity/commuter rail entities. Serves on Florida Operation Lifesaver Board of Directors Primary representative to AASHTO’s Standing Committee on Rail Transportation. Holly Munroe Freight and Rail Development of State Rail System Plan. 850-414-4535 Planning Manage rail construction contracts (currently $256M). Administrator Lead coordinator on motor carrier issues. Rail policy and legislative analysis. Management of rail safety inspection staff and district freight coordinators. Respond to citizen complaints on rail issues. Primary liaison with SIS staff on project identification. Rick Leggett Inspection Program Primary liaison with FRA on inspection issues. Coordinate training of new inspectors Track & 904-334-1589 Manager prepare performance data on inspection activities. Investigate citizen complaints on rail issues. Technical liaison on FRA positive train control initiative. Perform operating practices inspections. Jim Mason ALL INSPECTORS PERFORM THE FOLLOWING DUTIES: Track Insp. 863-519-2325 Perform safety inspections on railroads within their respective disciplines to determine Kevin Sweat Operating Practices compliance with federal regulations. Investigate citizen complaints on rail issues. Respond 954-868-1262 Insp. to rail-related technical requests from districts and CO. Evaluate contract compliance on John Barragan Signal & Train construction projects. Assist NTSB and FRA in investigating incidents. 954- 868-8593 Control Insp. Rob Harrell Hazardous 904-838-6823 Materials Insp. Jordan Eady Signal & Train 904- 838-6825 Control Insp. Ralph Vargas Motive Power & 904-360-5667 Equipment Insp. Operating Practices Bob Snapp Insp. Scott Allbritton Administrator - Rail Develops, implements and monitors Rail Operations programs. 850-414-4553 Operations and Coordinates with railroad partners on statewide project production issues. Provides Programs engineering guidance for advanced highway/rail grade crossing technology. Manage issues related to Quiet Zones and Americans with Disabilities Act. Provides Rail policy and legislative analysis. Coordinates with Law Enforcement and Motor Carriers. Manages non-profit organization, Florida Operation Lifesaver, which promotes rail safety and education. Official spokesperson for Florida Operation Lifesaver and is accountable to the Board of Directors.

Vacant Rail Contracts & Coordinates with Districts on projects and funding. 904-838-6825 Signal Programs Manages construction and maintenance production schedules. Coordinator Oversees Signal Safety Improvement Program. Leads Diagnostic Field Review teams throughout the state.

FLP ORGANIZATION & ACTIVITIES GUIDE 24 Freight and Multimodal Operations Office

Freight and Multimodal Staff Responsibilities Laura Regalado Crossing Opening/ Manages contentious process to determine potential crossings that can be closed as well as 850-414-4528 Closure locations where new access points need to be provided. Coordinator Leads site visits, responds to public information requests, organizes and conducts public forums. Coordinates with the Office of the General Council. Facilitates Quiet Zone Implementation process. Catherine Bradley Rail Capacity Construction contract manager for rail construction projects; reviews design and 850-414-4271 Production construction plans. Inspect work performed to ensure consistency of construction practice Engineer with contracted plans and to verify invoiced items. Provide engineering and technical review of implementation of positive train control (PTC). Provide engineering and technical assistance in development of passenger rail system projects. Michael Dowell, PE Rail Corridor Provides Engineering reviews and data analysis on rail related projects and studies. 850-414-4552 Programs Engineer Provides oversight and analysis of the Rail Highway Crossing Inventory database, which house all data for Highway-Rail Grade Crossings in the state as well as historical records. Coordinates with Districts and Railroad partners to update inventory and provide data to the Federal Railroad Administration. Manages special research projects with Florida Universities. Marcus Richards Administrative Assistant for the Florida Operation Lifesaver activities including: finance, correspondence, 850-414-4218 Assistant (OPS) and coordination with volunteers. Assistant Operation Provides general administrative support to rail programs. Lifesaver State Coordinator

FLP ORGANIZATION & ACTIVITIES GUIDE 25 Freight and Multimodal Operations Office

FREIGHT AND MULTIMODAL OPERATIONS OFFICE ACTIVITIES RAIL The Freight and Multimodal Operations Office is responsible for assisting in the development of Florida's rail system, both passenger and freight. The office is responsible for developing and implementing the Florida Rail System Plan, rail safety, rail project development/management, rail research and SIS implementation. The Florida Department of Transportation (FDOT) Freight and Multimodal Office (FMO) is charged with creating statewide rail, freight and multimodal operations that supports the development of a congestion and fatality free transportation network, and that supports Florida’s economic growth. The mission of the FMO is to ensure that there is a freight network in Florida that is connected, reliable, and safe. The vision of FMO is to promote a safe transportation system that ensures the mobility of people and goods, enhances economic prosperity and preserves the quality of our environment and communities. The Florida Department of Transportation (FDOT) is a decentralized agency. The Tallahassee Central Office is primarily dedicated to policy/procedure/plan development, quality assurance, safety inspection/compliance and technical assistance. FDOT District Offices handle matters regarding day-to-day operations.

Rail $236,500,000 Current: FY 2017/2018

Future: FY 2018/2019 to 2021/2022

$665,200,000

*As of April 5, 2017, FDOT Program & Resource Plan

Key Areas of Responsibility Highway Rail Signal Safety Program The Department works to identify crossings where certain improvements could potentially increase safety, with the goal of reducing fatalities and injuries. Florida uses an inventory of rail system data to produce the annual Safety Index, in which crossings are ranked in order of potential risk. Priority crossings are reviewed and selected crossings undergo Diagnostic Field Reviews performed by the Department’s review teams. Key Planning Action Strategies • Projects are reviewed statewide and project selection occurs based on a number of factors including: safety index, project cost, incident history, corridor emphasis, and input from local governments and transportation partners. • In the interest of maximizing the impact of limited funding, low cost improvements are also considered. One low cost application the Department works to implement is to install light-emitting diode (LEDs) on east/west crossings to improve warning visibility for the motoring public.

More information on this program can be found in the FMO Office Handbook. Florida Operation Lifesaver Florida Operation Lifesaver is a statewide, non-profit public awareness and education program dedicated to ending tragic collisions, fatalities, and injuries at highway-rail grade crossings and on railroad property.

FLP ORGANIZATION & ACTIVITIES GUIDE 26 Freight and Multimodal Operations Office

Funding for the program comes from railroad partners and other donations. More Information at: Operation Lifesaver. Opening/Closure Program Based on Florida Statutes 335.141, the Department has regulatory authority over all public highway-railroad grade crossings in the state, including the authority to issue permits, which are required prior to the opening, and closing of such crossings. More information can be found in the FMO Office Handbook. Rail Safety Inspection Program • FDOT participates in a State Rail Safety Inspection Program. The purpose of the program is to ensure safety of the rail system by inspecting rail industry compliance with federal safety regulations. • This program is supplemental to the Federal Railroad Administration’s efforts in this area, but is required by state law [341.302(8), Florida Statutes]. Inspectors in the State program are required by federal law to be state employees 49 CFR 212.201(c). • All inspectors must be certified by the Federal Railroad Administration. • Inspections are done on track, motive power and equipment, signal and train control, operating practices and hazardous material handling to determine compliance with Federal safety regulations. • Work is coordinated with FRA inspectors who cover areas throughout the southeastern U.S. Currently, FRA has eight inspectors stationed in Florida. • Inspectors also assist in incident investigation; provide technical expertise and work to educate railroad employees on safe practices. There are currently 31 states that participate in the Rail Safety Program employing safety inspectors in the five rail safety inspection disciplines. All southeastern states have programs with the exception of Georgia, Kentucky and Louisiana. More information can be found at: State Rail Safety Participation.

Emergency/Incident Response Rail is subject to a wide array of emergency and incident response situation ranging from weather-related natural disasters to highway-rail crashes to derailments. The focus of the Rail Office activities is to minimize the impacts of these situations and to ensure that rail services are restored as quickly as possible. Key Action Plan Strategies • Work with railroads and FDOT district offices prior to natural disasters to identify grade crossings that can be closed or must remain open during recovery periods. These include crossings on evacuation routes and primary emergency access routes. The Rail Office maintains a list of these crossings. • Provide staff at the State Emergency Operations Center (SEOC) during and immediately after a natural disaster to facilitate the restoration of rail service and the movement of emergency supplies by rail to affected areas of the state. • Work with the Federal Highway Administration (FHWA) and the Federal Emergency Management Administration (FEMA) during disaster clean-up to ensure proper distribution and reimbursement of FEMA recovery funds. • Assist local law enforcement, the National Highway and Transportation Safety Administration (NHTSA) and Federal Railroad Administration (FRA) as requested during the investigation of highway-rail crashes and train derailments. • Assist FRA in the investigation of safety-related incidents (injury and fatality) involving railroad employees. Railroad Construction Inspection.

Railroad Construction Inspection The Department of Transportation routinely funds improvements for privately owned railroads (as well as seaports and airports) that help meet Florida’s Strategic Intermodal System (SIS) goals. For Class I and Class II railroads, these projects are funded 50% by the Department and 50% by the railroad company. For Class III railroads, these projects are funded 75% by the Department and 25% by the railroad company.

FLP ORGANIZATION & ACTIVITIES GUIDE 27 Freight and Multimodal Operations Office

In some cases, funding agreements include a stipulation for Department personnel to inspect construction work activities to ensure progress of the project. Develop a streamlined process for construction inspection activities including travel arrangements, note and photo taking, progress reporting, and payment invoice approvals. Key Action Plan Strategies Inspect progress for the three current projects that the Department is partially funding: • CSX S-line Capacity Project Construction; • CSX Intermodal Facility Access Road Construction; • First Coast Railroad Bridge Rehabilitation.

Railroad Flagging Required for all construction activities that occur within 25 feet of the railroad, within railroad right-of-way, or with equipment near the tracks that could fall and impact the railroad (i.e. fowl the track). The railroad does not have many flaggers and they are spread throughout the CSX network. The Department has worked since spring 2009 to gain access to a significant number of flaggers for projects in Florida. The Department has determined that it will not pay for flaggers to work vacation days or holidays and will communicate holiday information to contractors so they are prepared to not have flaggers. Work stoppage may result in delay claims from the contactor. The Department has additional flagging resources, for work contracted by the department, that does not fowl the tracks. Regular conference calls with CSX, HDR (CSX consultant), and Department Railroad Coordinators to discuss and maintain flagging spreadsheet. Spreadsheet identifies active projects and upcoming short-term and long-term flagging needs. Highway Rail Grade Crossing Safety Action Plan The Rail Safety Improvement Act of 2008 required DOTs that had the most highway-rail grade crossing collisions on average from 2006 to 2008 to develop a grade crossing safety action plan. Over the calculated period, Florida was ranked ninth in highway-rail grade crossing collisions. The ranking was solely based on collisions with no normalization of data between states based on population, rail miles, number of grade crossings, or vehicle miles traveled. The plan can be found here: Rail Publications. Key Action Plan Strategies • Grade Crossing Closures / Consolidations; • Research and Analysis Through Data Improvements; • Signal Safety Program; • Public Education/Awareness: Operation Lifesaver; • Grade Separations - New and Reconstruction; • Law Enforcement Coordination; • Corridors Evaluations; • Pedestrian Issues and American with Disabilities Act (ADA).

Received approval of Highway-Rail Grade Crossing Safety Action Plan from the Federal Railroad Administration on November 25, 2011. Rail System Plan Development • Florida Statutes 341.302(3) requires the Department to develop a plan every five years for both freight and passenger rail that not only sets policy, but also identifies and prioritizes rail needs. At the Federal level, the Passenger Rail Investment and Improvement Act (PRIIA) of 2008 required states seeking FRA funding to adopt and submit state rail system plans on the same 5-year cycle. • The most recent Florida Rail System Plan was adopted in December, 2010 and consists of two elements:

– A Policy Element, outlining the goals, objectives and specific policy actions to be taken by the Department with respect to rail, and; – An Investment Element, reviewing the system components, identifying needed rail improvements and prioritizing those improvements.

FLP ORGANIZATION & ACTIVITIES GUIDE 28 Freight and Multimodal Operations Office

• The Plan identified $47.8B in needs over the next 20+ years. The majority of these needs ($41.7B) were passenger projects with nearly every major metropolitan area seeking startup or expansion of commuter rail services. Rail Grants Transportation Investment Generating Economic Recovery (TIGER) Authorized and initially implemented under the American Recovery and Reinvestment Act of 2009, this program has been funded for nine cycles and has provided nearly $5.1 billion to 421 projects in all 50 states, the District of Columbia and Puerto Rico. The 2016 TIGER round alone leveraged $500 million in federal investment to support $1.74 billion in overall transportation investments. Currently, TIGER funding is provided in the 2017 Omnibus Appropriations Act. More Information: http://www.dot.gov/tiger. Rail Line Relocation (RLR) Authorized under SAFETEA-LU in 2005, Congress did not appropriate funding for this program until 2008. This federal program awards funds only to states (or their political subdivisions) for projects that improve the route or structure of a rail line AND EITHER mitigate adverse effects of rail traffic on safety, motor vehicle traffic flow, quality of life or economic development OR involve lateral or vertical relocation of any portion of a rail line.

Congress appropriated $90.1M to the program through FY 2011 and 23 Rail Line Relocation and Improvement grants were obligated within the Fiscal Year 2014. More information at: https://www.fra.dot.gov/Page/P0090. Funding Transportation Innovation and Finance (TIFIA) Loans A Federal credit assistance program for major surface transportation projects of national or regional significance. Eligible projects include highway, transit and rail. More Information at: https://www.fhwa.dot.gov/ipd/finance/tools_programs/federal_credit_assistance/ There are three types of assistance under this program: • Secured direct loans (max 35 years); • Loan guarantees (to non-Federal lender); • Standby lines of credit.

Railroad Rehabilitation and Improvement Financing (RRIF) Loans A Federal direct loan/loan guarantee program specifically for financing railroad capital improvements up to a program total of $35B with $7B reserved for non-Class I railroads. Loans up to 100% of cost with repayment up to 35 years. More information at: https://www.fhwa.dot.gov/ipd/finance/tools_programs/federal_credit_assistance/. Funding may be used to: • Acquire, improve or rehabilitate intermodal or rail equipment/facilities, • Refinance outstanding debt incurred for the purpose above, and • Develop/establish new intermodal or railroad facilities, • This program is typically accessed by private railroads, and has not yet been used by any Florida railroads.

State Infrastructure Bank (SIB) Loans The State Infrastructure Bank (SIB) is a loan and credit enhancement program used to leverage State Federal-aid (Title 23) highway funds to increase transportation project feasibility. The SIB can provide loans and other assistance to public entities on projects eligible for assistance under state and federal law, but cannot provide assistance in the form of a grant. Projects requiring a SIB loan must provide increased mobility for the state’s transportation system, or provide intermodal connectivity with airports or other transportation hubs. More information at: http://www.dot.state.fl.us/officeofcomptroller/PFO/sibintro.shtm

FLP ORGANIZATION & ACTIVITIES GUIDE 29 Freight and Multimodal Operations Office

Strategic Intermodal System (SIS) The Strategic Intermodal System (SIS) program is a state-funded grant program to be used for projects of interstate, statewide and regional significance. Grant funding is administered by FDOT and projects for any transportation mode are eligible provided they are SIS designated and meet the specific project eligibility criteria for that mode. For rail, eligible projects include any type of capacity or rehabilitation project. Rail projects typically require a 50% match from Class I, Class II railroads, and a 25% match from Class IIIs. The only exception has been using the funds to make the improvements to the CSX S-Line as a part of the overall negotiated deal with CSX for acquisition of the Central Florida Rail Corridor in the Orlando area. Rail projects for privately owned lines are subject to a benefit-cost analysis. Only projects with a B/C ratio greater than 1.0 will receive funding. Projects selected for rail funding must also be consistent with the goals and objectives outlined in the Florida Rail System Plan – Policy Element. Highway-Rail Operations Funding • Funds for this program were originally authorized under the Safe, Accountable, Flexible, and Efficient Transportation Equity Act: A Legacy for Users (SAFETEA-LU) program (formerly known as “Section 130”) used for Highway-Rail Crossing Hazard Elimination and Highway-Rail Crossing Warning Devices. The FAST Act increased the set-aside amount for each fiscal year. In addition, the Consolidated Appropriations Act of 2016 (Public Law 114-113) provided a one-time increase for fiscal year 2016. The annual set-aside via the FAST ACT is: – FY 2016: $350 million – FY 2017: $230 million – FY 2018: $235 million – FY 2019: $240 million – FY 2020: $245 million

• The funds are apportioned to States by formula. • Safe Routes to Schools funding program provides federal-aid highway funds to State Departments of Transportation to make bicycling and walking to school a safer and more appealing transportation alternative • SIS funded grade separation projects

Grade Crossing Closures/ Consolidations The Federal Highway Administration’s Rail- Highway Grade Crossing Handbook specifically states: “The first alternative that should always be considered for a highway-rail at-grade crossing is elimination.” Elimination can be accomplished by grade separating the crossing, closing the crossing to highway traffic, or closing the crossing to railroad traffic through the abandonment or relocation of the rail line. The Department also conducts a corridor analysis each year that provides notice of potential closures to stakeholders. The department participates in this effort with incentive funds of $7,500 per crossing closure. For more information see: https://safety.fhwa.dot.gov/hsip/xings/docs/fl-sap.pdf

FLP ORGANIZATION & ACTIVITIES GUIDE 30 Freight and Multimodal Operations Office

MOTOR CARRIER The Freight and Multimodal Operations Office is responsible for providing leadership, policy guidance, and technical and financial assistance needed to ensure mobility of the rail and motor carrier systems consistent with Florida Statutes. The Office coordinates with the FDOT Office of Maintenance to ensure permitting procedures, and additional maintenance activities are in accordance with proper policy frameworks. The office also works with the Office of Maintenance and Office of Design to ensure infrastructure development is designed with the goal of efficient and effective freight movement throughout the state. The Office of Maintenance functional areas include Contract Management, Motor Carrier Size and Weight, Performance Management, Program Resources, Roadway Operations and Structures Operations. Key Areas of Responsibility Motor Carrier Planning/Policy • Trucks currently are, and will likely remain for the foreseeable future, the predominant mode for moving freight due to their speed, reliability and flexibility; • The department has historically focused on a regulatory/compliance role regarding motor carrier; • Vehicle/driver safety and weight restrictions; • The department’s freight initiatives, as well as the movement of the Motor Carrier Compliance Office to the Florida Highway Patrol (FHP), shift the role of FDOT on motor carrier issues; • Facilitating truck flow on highways; • Ensuring efficient access to hubs and outlets (“the last mile”); • Addressing intermodal access between trucks and other freight modes; • Ensuring an appropriate balance between safety and efficiency; • Balancing truck impacts on highway congestion and safety with the economic benefits of a healthy truck system; • The best way to accomplish these objectives is through a combination of projects and policies. Key Action Plan Strategies • Recognize critical issues to the trucking industry – Transportation funding/taxation structure and its impact on trucking costs; – Urban congestion and bottlenecks; – Labor issues; – Enhanced security requirements; – Size/weight restrictions and their impact on truck efficiency; – Hours of service; – Toll facilities; – Cell phone use; – Intelligent transportation systems (ITS); – Exclusive truck facilities, seaport connectors, intermodal logistics centers (ILCs), and inland ports; – Hub-to-hub trips vs. distribution trips. • Balancing the issues above with – Safety and security over-the-road and at major hubs/ports; – Highway maintenance costs; – Capacity costs; – Interaction with Motor Carrier Compliance (now Florida Highway Patrol). • Evaluating how the freight system beyond Florida’s borders impacts Florida transportation costs and economy • No matter how efficient Florida’s system is, it may not flow effectively outside the state’s borders

FLP ORGANIZATION & ACTIVITIES GUIDE 31 Freight and Multimodal Operations Office

• Coordinate with stakeholders – Truckers, shippers, other modes, MPOs and other local governments; – Developed an in-house Motor Carrier Working Group that meets to address issues in a coordinated fashion. • Plan development – Continue to expand upon the Motor Carrier System Plan in coordination with the Florida Freight Mobility and Trade Plan; – Identify and prioritize package of motor carrier- oriented projects for inclusion in the department’s Work Program. • Data analysis – Acquire data and perform analysis necessary to identify and evaluate truck freight flows, bottlenecks and interactions between trucking, and other freight modes. Truck Parking The need for adequate truck parking has become critical, with Florida’s truck stops experiencing overflow parking at some locations, while others remain underutilized, demonstrating a need for stronger parking information management. Two projects seek to begin addressing this issue. First, the Turnpike Enterprise constructed a staging facility in northwest Broward County so that double trailers could come in off the Turnpike/Sawgrass Expressway, leave a trailer behind, perform deliveries, come back and transfer to a second trailer, do more deliveries, then hook back up and head out of the area. A second project to address truck parking began in June of 2015 when FDOT received a $1 million Accelerate Innovation Development (AID) grant for a demonstration project on a Truck Parking Availability System (TPAS). Additionally, as part of the AID project, FDOT undertook project development to deploy TPAS throughout the entire Florida interstate system public parking areas: welcome centers, rest areas and weigh stations. Truck Hours of Service Recent changes in the allowable hours of continuous service have highlighted the lack of safe and adequate rest areas for truckers. The lack of available truck parking spaces has been magnified due to the 11‐hour work limit imposed by recently enacted federal hours of service safety regulations. Intelligent Transportation Systems (ITS) Provide a safe transportation system that ensures the mobility of people and goods, enhances economic prosperity, and preserves the quality of our environment and communities, including the connected vehicle initiative, which uses leading edge technologies to quickly identify roadway hazards and alert drivers. Among others, these technologies include: wireless communications vehicle sensors and Global positioning system navigation. Motor Carrier Grants FASTLANE Grant Program The FAST Act that was signed into law in 2015 subsequently established the Nationally Significant Freight and Highway Projects (NSFHP) program to provide competitive federal grants to nationally and regionally significant freight and highway projects. This type of credit assistance has come to be known as FASTLANE grants, which stands for Fostering Advancements in Shipping and Transportation for the Long-Term Achievement of National Efficiencies. The FAST Act authorized the program at $4.5 billion for fiscal years (FY) 2016 through 2020, including $850 million for FY 2017 to be awarded by the Secretary of Transportation. FASTLANE grants may be used for up to 60 percent of future eligible project costs. Federal assistance other than a FASTLANE grant may be used to satisfy the non-Federal share of the cost of a project receiving a FASTLANE grant, but the total Federal assistance may not exceed 80 percent of future eligible project costs. 23 U.S.C. 117(j) (2). These nationally and regionally significant freight and highway projects must align with the program goals to: • Improve the safety, efficiency, and reliability of the movement of freight and people; • Generate national or regional economic benefits and an increase in global competitiveness of the U.S.;

FLP ORGANIZATION & ACTIVITIES GUIDE 32 Freight and Multimodal Operations Office

• Reduce highway congestion; • Enhance the resiliency.

Transportation Investment Generating Economic Recovery (TIGER) – Authorized and initially implemented under the American Recovery and Reinvestment Act of 2009, this program has been funded for nine cycles. USDOT announced the availability of $500M in funding for 2016, which will support 1.74 billion in overall transportation investment. Economic Development Transportation Fund The Economic Development Transportation Fund, commonly referred to as the “Road Fund”, is one of Florida’s oldest incentive programs. It provides local governments with funding for transportation-related projects required to induce companies to locate, remain or expand within the local government’s jurisdiction. It is an incentive tool designed to alleviate transportation problems that adversely impact a specific company’s location or expansion decision. The award amount is based on the number of new and retained jobs and the eligible transportation project costs, up to $3 million. The award is made to the local government on behalf of a specific business for public transportation improvements. For more information and to apply for the above program, please visit: Enterprise Florida – Why Florida?

Funding Motor carrier oriented projects typically qualify for most federal and state funding sources that can be used for highway improvements. These sources are based on diesel fuel taxes, tire fees, truck/trailer sales taxes and heavy vehicle use taxes all of which make their way into the federal Highway Trust Fund and the State Transportation Trust Fund. http://www.fdot.gov/comptroller/pdf/GAO/RevManagement/Tax%20Primer.pdf

Transportation Innovation and Finance (TIFIA) loans – A Federal credit assistance program for major surface transportation projects of national or regional significance. Eligible projects include highway, transit and rail. There are three types of assistance under this program: • Secured direct loans (max 35 years), • Loan guarantees (to non-Federal lender), and • Standby lines of credit.

To date, FDOT has only used this program for three projects: • Port of Miami tunnel ($341M TIFIA loan), • Miami Intermodal Center ($270M TIFIA loan), and • I-595 Corridor roadway improvements in Broward County ($603M TIFIA loan).

State Infrastructure Bank (SIB) Loans The State Infrastructure Bank (SIB) is a loan and credit enhancement program used to leverage funds to increase transportation project feasibility. The SIB can provide loans and other assistance to public entities on projects eligible for assistance under state and federal law, but cannot provide assistance in the form of a grant. Projects requiring a SIB loan must provide increased mobility for the state’s transportation system, or provide intermodal connectivity with airports or other transportation hubs. Strategic Intermodal System (SIS) The Strategic Intermodal System (SIS) program is a state-funded grant program to be used for projects of interstate, statewide and regional significance. Grant funding is administered by FDOT and projects for any transportation mode are eligible provided they meet the specific project eligibility criteria for each mode. Urban Fixed Guideway Transit Terminals, for example, there is a potential for funding of 50% for each SIS Hub. Some examples of projects eligible for funding include: multi-modal terminal facilities and connections, terminal buildings, and terminal buildings and gates needing capacity improvements to facilitate the movement of people and goods. See the SIS Project Eligibility Matrix for more information.

FLP ORGANIZATION & ACTIVITIES GUIDE 33 Freight and Multimodal Operations Office

Intermodal Logistics Center Infrastructure Support Program The ILC Infrastructure Support Program is a statewide initiative used to support on-site investments at a designated ILC. An Intermodal Logistics Center typically has these characteristics: • It must provide for the transfer of freight from one vehicle or vessel (aircraft, ship, railcar, or truck) to another, allowing for freight to be exchanged between different modes, or between different vehicles or vessels of the same mode as part of an overall intermodal logistics chain; • It may provide, as part of the intermodal transfer operation, value-added logistics activities such as consolidation/deconsolidation, warehousing/distribution, assembly/customization/finishing, packaging and labeling, cold storage, or fumigation; • It must be located physically outside the boundaries of a deep-water seaport/private marine terminal or commercial service airport, but may include or be co-located with a rail terminal or truck terminal; and • It may consist of a single property accessible to multiple users; of a master planned development of multiple properties; or of independent properties or contiguous industrial land uses within a designated industrial development zone, provided that ILC functions are provided by the included properties.

This program requires the applicant to cover at least 50 percent of the total project cost. ILC’s that meet SIS criteria can use statewide SIS managed funds to support improvements to designated SIS intermodal connectors that link the ILC to the state’s major highway and rail corridors, and from there to consumer and business markets in Florida and other states. Rail connections to SIS facilities are eligible for a state match of up to 75% and roadway connections to a SIS facility are eligible for a state match of up to 100%.

FLP ORGANIZATION & ACTIVITIES GUIDE 34 Freight and Multimodal Operations Office

FREIGHT The mission of the Freight and Multimodal Operations Office is to ensure that there is a state freight network that is connected, reliable, and safe. The Freight, Logistics, and Passenger Operations Office was established in 2012 after Florida Legislature passed House Bill (HB) 599 which included the requirement of the department to develop a Freight Mobility and Trade Plan (FMTP). The intent and purpose of this plan was to enhance the integration and connectivity of the transportation system across and between transportation modes throughout the state. The freight provisions of the “Moving Ahead for Progress in the 21st Century Act,” (MAP-21) highlighted that Florida is a leader in freight issues through its ongoing work in developing a FMTP. This act encourages states to develop comprehensive freight plans to guide state investments. The 2012 Florida Legislature in HB 599 directed the FDOT to develop this plan, and the federal reauthorization bill, MAP-21, also encouraged the creation of state freight plans to fulfill the FAST Act. Key Areas of Responsibility Freight and Multimodal Operations Planning/ Policy • As a leading international trade center, Florida offers easy access to international markets, particularly Latin America. The state has the second largest Foreign Trade Zone (FTZ) network in the country. • Florida has the second largest amount of infrastructure in the U.S. and the state’s logistics and distribution industry is expected to grow further with the Panama Canal expansion. • FDOT’s historical approach to Motor Carrier has been in terms of asset protection and safety. Moving forward, the Freight and Multimodal Operations office plan to focus on the facilitation of truck movement and addressing key motor carrier policy issues. • Increase the development of intermodal logistics centers in the state, including specific strategies, policies, and investments that capitalize on the state’s empty backhaul trucking and rail market. • Continuously coordinate with the Trade & Logistics Academy to address and build upon issues in: supply chain management, transportation management, freight design considerations, third party logistics, and distribution facilities and operations. • Build upon the existing Rail and Motor Carrier Systems Plan and The Freight and Mobility and Trade Plan to ensure that there is a state freight network that is connected, reliable, and safe. • Maintain and enhance, The Florida Freight Advisory Committee (FLFAC), which is a cross –section representation of public and private sector freight stakeholders. This committee will: build on and leverage professional networks between statewide freight stakeholders with parallel interests, provide a forum for stakeholders and the FMO Office to share lessons learned, and participate in the development and prioritization of projects that comprise the multimodal freight network in Florida. Key Action Plan Strategies • Following policy guidance from the Freight Mobility and Trade Plan, include these elements to qualify for an increased freight project funding percentage: - Identify trends, needs and issues; - Describe policies, strategies and performance measures to guide investment decisions; - Describe how the plan will improve state ability to meet national freight goals; - Consider innovative technologies and operational strategies; - Describe improvements required to reduce the deterioration of heavy truck routes; - Provide and inventory of facilities with freight mobility issues and strategies to address those issues. • Balance the issues above with: - Safety and Security of the state’s freight network; - Ensure that the state freight network is connected via the Intermodal logistics centers; - Ensure that the state freight network has a sufficient amount of infrastructure and facilities including: an adequate amount of truck parking and the assurance of freight design considerations on projects to provide a network that is reliable.

FLP ORGANIZATION & ACTIVITIES GUIDE 35 Freight and Multimodal Operations Office

• Provide datasets and carefully analyze freight movement and performance measures throughout the state in order to tell the freight story and plan to meet the state’s continuous needs for more infrastructure to match industry demands. • Conduct Florida Freight Advisory Committee Meetings on a regular basis to ensure industry stakeholders, as well as the FMO Office, is kept up to date with freight trends and ensuring that there is a forum for project prioritization that meets the need of the National Highway Freight Network (NHFN). • Plan Development - Build upon and update the Motor Carrier System Plan and Rail System Plan in coordination with the Freight Mobility and Trade Plan in the future to meet the state; - Identify and prioritize Rail and Motor Carrier oriented projects for inclusion in the department’s Work Program. District Freight Coordinators The most important task of the DFC is to coordinate with multiple offices and agencies in the pursuit of a successful district and statewide freight program. As part of that function, the duties of the DFC includes the following:

• Serves as the single point of contact for all matters of freight and logistics in their district. • Connect freight issues with other governmental organizations and the private sector. • Assist in facilitating freight transportation investment decisions. • Communicate, inform and seek input using methods such as targeted e-mail lists, surveys, interviews, focus groups and forums. Initiate dialogue as needed. • Coordinate with stakeholders to ensure a united front in freight and multimodal transportation improvements within their district/region. • Ensure planners at the local, county, regional, and statewide level integrate freight mobility considerations into day-to-day business practices. • Establish relationships, serve as an active resource, and advocate for freight issues in coordination with other governmental organizations and the private sector.

Stakeholder Identification and Engagement Identifying stakeholders is a constant process as people and businesses change. Key stakeholders are those who have an interest, influence, or impact to freight transportation. Stakeholders in the public sector include: MPO/TPOs, regional planning councils, chambers of commerce, economic development organizations, elected officials, state agency officials, colleges and trade schools. Stakeholders in the private sector include: Key industry leaders in the district/state, industry associations, professional organizations, etc. There is a variety of engagement methods to use – both active and passive. Understanding who your stakeholders are will help determine the best methods for engagement. Active engagement methods include: Stakeholder forums by industry sector, working groups, advisory committees, public hearings and workshops, direct site visits, cold calls, interactive learning opportunities, class presentations at colleges and trade schools, focus groups, and participation in established stakeholder meetings/forums, etc. Passive engagement methods include: Targeted email lists, websites, surveys, interviews, newsletter articles, regularly posted updates, and other media-oriented opportunities. Project Scoping One of the key duties of the District Freight Coordinators is to ensure that freight is considered on all FDOT led projects. It is during the scoping and project development phases that the DFCs are able to provide valuable input to the project management team and other appropriate stakeholders regarding the freight context of the project. Some key considerations/questions that are used in developing the freight contexts include: • Average Annual Daily Truck Traffic (Volume and/or Percent) • Is the facility a through route for trucks?

FLP ORGANIZATION & ACTIVITIES GUIDE 36 Freight and Multimodal Operations Office

• Where along the project corridor are trucks likely to turn onto or off of the facility? • Industrial activity along the corridor that may impact the project; • This can be identified through land use maps, satellite imagery, and other data sources at the disposal of the DFCs. • The FDOT Freight Facility Dataset utilizing Department of Revenue data is a great source to identify Freight Activity Centers (FACs) along a project corridor. • Types of trucks allowed along corridor; • Known areas of inefficient truck operations or bottlenecks along the project corridor; • Oversized/overweight truck generators along corridor or in nearby area; • Known plans for future industrial development along the corridor;

– This information comes through outreach, local comprehensive plans and from Economic Development interests in the region. Freight Grants FASTLANE Grant Program Refer to page 31. INFRA Grant Program The INFRA program provides dedicated, discretionary funding for projects that address critical issues facing key infrastructure across the United States. INFRA grants will support the executive commitment to fixing our nation’s crumbling infrastructure by creating opportunities for all levels of government and the private sector to fund infrastructure, using innovative approaches to improve the necessary processes for building significant projects, and increasing accountability for the projects that are built. INFRA grants build on the FAST Act in that it utilizes updated criteria to evaluate projects to align them with national and regional economic vitality goals and to leverage additional non-federal funding. This new program will increase the impact of projects by leveraging capital and allowing innovation in the project delivery and permitting processes, including public-private partnerships. The Department of Transportation announced the Infrastructure for Rebuilding America (INFRA) discretionary grant program through a Notice of Funding Opportunity (NOFO) in the Federal Register on June 29. The INFRA program will make approximately $1.5 billion available to projects that are in line with the Administration’s (2017) principles to help rebuild America’s crumbling infrastructure — a priority for this Administration. In addition to providing direct federal funding, the INFRA program aims to increase the total investment by state, local, and private partners.

Funding National Highway Freight Program The purpose of the National Highway Freight Program, which was established by the FAST Act in 2015, is to improve the efficient movement of freight on the National Highway Freight Network (NHFN) and support a number of goals in freight planning nationwide. These goals include: • Invest in infrastructure and operational improvements that strengthen economic competitiveness, reduce congestion, reduce the cost of freight transportation, improve reliability and increase productivity; • Improve the safety, security efficiency and resiliency of freight transportation in rural and urban areas; • Improve the state of good repair of the NHFN; • Use innovation and advanced technology to improve the NHFN, as well as, it’s safety, efficiency, and reliability; • Improve the efficiency and productivity of the NHFN; • Improve state flexibility to support multi-state corridor planning, address highway freight connectivity, and reduce its environmental impacts.

FLP ORGANIZATION & ACTIVITIES GUIDE 37 Freight and Multimodal Operations Office

Funding Features Types of Budgetary Authority Contract authority from the Highway Account of the Highway Trust Fund, subject to the overall Federal-Aid obligation limitation. Apportionment of Funds As previously in accordance under MAP-21, the FAST Act directs FHWA to apportion funding as a lump sum for each State and then divides the total among apportioned programs. Set-Asides A proportionate share of each state’s respective NHFP funding is set aside for the State’s Metropolitan Planning Program. This occurs prior to apportionment, and the set-aside funds are combined with the state’s regular Metropolitan Planning Program funds. Transferability to Other Federal-aid Apportioned Programs With up to 50% of NHFP funds made available each fiscal year a State may transfer to the National Highway Performance Program, Surface Transportation Block Grant Program, Transportation Alternatives, Highway Safety Improvement Program and Congestion Mitigation and Air Quality Improvement Program. Program Features National Highway Freight Network The National Highway Freight Network that was established by The FAST Act consists of the following components: • The Primary Highway Freight System; • Critical Rural Freight Corridors; • Critical Urban Freight Corridors; • Portions of the Interstate System that are not part of the PHFS.

The FAST ACT designates the PHFS and requires the Federal Highway Administration (FHWA) to select it again every five years. It also provides for the designation of Critical Rural Freight Corridors and Critical Urban Freight Corridors. The Federal Highway Administrator will determine the percentage of the national total of PHFS mileage that is located within each individual state. A State in which the percentage is greater than or equal to 2% of the national total may use its NHFP funds for projects on the PHFS, Critical Rural Freight Corridors and Critical Urban Freight Corridors. Resources FDOT Freight and Multimodal Operations Home Page- http://www.fdot.gov/rail/ Staff Directory- http://www.fdot.gov/rail/contacts.shtm Programs & Services- http://www.fdot.gov/rail/default.shtm ITS Information- http://www.fdot.gov/traffic/ITS/TSMO.shtm One-Stop Permitting- https://gis.dot.state.fl.us/OneStopPermitting Documents & Publications- http://www.fdot.gov/rail/publications.shtm

FLP ORGANIZATION & ACTIVITIES GUIDE 38 Seaports Office

SEAPORTS OFFICE

SEAPORT LOCATIONS

FLP ORGANIZATION & ACTIVITIES GUIDE 39 Seaports Office

SEAPORTS STAFF

Robert Emerson State Seaport Manager

Dan Fitz-Patrick State Seaport Program Coordinator

*District Modal Contacts located in each district section.

FLP ORGANIZATION & ACTIVITIES GUIDE 40 Seaports Office

Seaports Staff Responsibilities Robert Emerson State Seaport Overall leadership, direction, and support for seaport staff activities and lead support to 850-414-4551 Manager Florida Ports Council/FSTED Program. Seaport policy and technical support to executive leadership team. Liaison with port authority staff and MARAD. Lead on state seaport and waterway planning issues. Lead on development and funding of strategic seaport projects. Lead on consistency and coordination with district seaport and intermodal staff. Primary representative to AASHTO’s Standing Committee on Water Transportation and TRB Ports and Channel Committees. Dan Fitz-Patrick State Seaport Liaison with District and FPC staff on projects/programming. 850-414-4527 Program Track project programming and spend‐downs, coordinate with work program office Coordinator staff. Manage the annual FSTED application cycle. Coordinate district review of FSTED projects. Manage Federal Ferry boat applications and program. Work with SeaCIP consultants to manage database program and needed updates. Manage contracts and coordinate Joint Participation Agreements (JPA).

FLP ORGANIZATION & ACTIVITIES GUIDE 41 Seaports Office

SEAPORTS OFFICE ACTIVITIES The Seaports Office (the “Office”) is responsible for assisting in the development of Florida's 15 public seaports through statewide seaport system planning, and coordinating seaport project planning and funding with FDOT Strategic Intermodal System (SIS) planning and implementation, and the Florida Seaport Transportation and Economic Development (FSTED) Council. Seaports submit specific project funding requests to the Florida Department of Transportation (FDOT or Department) and FSTED. Projects are evaluated for consistency with local, regional and statewide plans and priorities. Funded projects are included in FDOT’s Five-Year Work Program.

A variety of specific project support and funding programs are managed by the Seaport Office. These programs include the FSTED Program (s. 311.07, F.S.) and the Strategic Port Investment Initiative (SPII; s. 311.10, F.S.). As of spring 2017, the current minimum annual funding level for these two programs is $60 million (FSTED: $25 million; and, SPII: $35 million). An additional $35 million is allocated each year for debt payments on seaport project Bonds that were issued in 1996, 1999 and Fiscal Year 2014. FDOT grant funds that are allocated to seaports generally require local matching funds of 25% to 50% depending on the project type. The Office also coordinates data, monitors issues and prepares a profile of the state’s coastal and inland waterways, including system constraints and needs, and coordination with federal agencies to allocate federal ferry boat funds.

Seaport & Waterways $176,500,000

Current: FY 2017/2018

Future : FY 2018/2019 to 2021/2022 $467,800,000

*As of April 5, 2017, FDOT Program & Resource Plan

Key Areas of Responsibility Program Planning • Develop, in coordination with stakeholders, the Florida Seaport System Plan and the Florida Waterway System Plan. These statewide plans provide an overview and vision; profiles of the state seaports and waterway systems; statewide statistics, trends and conditions; stakeholder perspectives; infrastructure funding and investments; and, the focus areas and strategies to support the seaport and waterways of the state. • Implement funding programs for seaport and waterway projects. • Conduct studies to support seaport system development, as well as other associated seaport research. • Perform and coordinate industry related research, data collection and analysis to support seaport and waterway programs. • Assist in policy formulation affecting seaports at the state and federal level. • Assist district staff as needed to implement the Intermodal Access program. • Coordinate with studies conducted by Metropolitan Planning Organizations and/or district offices as appropriate. • Coordinate with Florida Seaports in their Master Planning work as appropriate. • Integrate data from the FSTED Council’s annual Seaport Mission Plan into Department resources and plans. • Provide information and technical support to FDOT management, the Legislature, federal agencies, state agencies, districts staff, local governments, businesses and citizens as required.

FLP ORGANIZATION & ACTIVITIES GUIDE 42 Seaports Office

Financial Project Management • Work with partners to identify, evaluate and program strategic seaport project funding. • As a financing and advisory partner with the FSTED Council, coordinate the review and financing of the FSTED program. • Assist in coordinating and financing oversight of the seaport bond programs. • Develop policies, procedures, and management system components relative to seaport program functions. • Monitor and report on project status and Joint Participation Agreement status statewide. • Manage the statewide federally funded Ferry Boat program.

Florida Seaport Transportation and Economic Development (FSTED) Council While Florida’s ports are independently governed and operated, in 1990, the Legislature adopted the foundational language now contained in Chapter 311, F.S. This Chapter created the Florida Seaport Transportation and Economic Development Program (FSTED), established a collaborative relationship between FDOT and the seaports and codified an annual seaport grant program provisions in sections 311.07 and 311.09, F.S. The FSTED Program is managed by the FSTED Council, which consists of fifteen public port directors, and the Secretary of FDOT and the Executive Director of the Department of Economic Opportunity. The FSTED Council annually solicits and approves project applications submitted by each of the individual seaports. The FSTED Council is also responsible for preparing a five-year Florida Seaport Mission Plan with annual updates, and for the Small County Dredging Program. The current mission plan can be found at this hyperlink: 2017-2021 Florida Seaport Mission Plan1. The Florida Ports Council (FPC) serve as FSTED Council staff, providing administrative support services on matters related to FSTED Council activities and the FSTED Program. In addition, by agreement, the FPC staff provides similar services to the Florida Ports Financing Commission. The Florida Ports Council (FPC), a Florida nonprofit corporation, serves as the professional association for Florida’s 15 deep-water seaports and their management. The FPC is governed by a Board of Directors comprised of the fifteen port directors with staff support located in Tallahassee. The FPC provides leadership, advocacy and information on seaport- related issues before the Legislative and Executive Branches of State and Federal Government.

1 2017-2021 Florida Seaport Mission Plan: https://s3.amazonaws.com/fla-ports-resources/2017-2021-Seaport-Mission-Plan.pdf

FLP ORGANIZATION & ACTIVITIES GUIDE 43 Seaports Office

Studies and Documents

The 2015 Florida Seaport System Plan and Florida Waterways System Plan and a combined Executive Summary2 were published in 2016. The plans provides a historical perspective, current review and future look at Florida’s seaport and waterways systems. The 2015 Florida Seaport System Plan3 discusses the factors influencing the growth and development of Florida ports, and the goals and strategies to meet user demands and encourage growth, efficiency and intermodal connectivity. The 2015 Florida Waterways System Plan4 provides a physical and use profile of the state’s coastal and inland waterways and identify issues and factors affecting uses of the waterways. Several other studies and informational documents can be found on the Documents and Publications page of the Seaport Office webpage: fdot.gov/seaport/publications.

Funding The statutorily required minimum annual funding to the seaport program totals $95 million. This includes $25 million in grants for the FSTED Program; $35 million in grants for the Strategic Port Investment Initiative (SPII) Program (which generally comes from Strategic Intermodal System funding) and $35 million to support debt payments on the 1996, 1999 and 2013/2014 bond programs. FSTED Funds Chapter 311.07, F.S. requires that the Department allocate a minimum of $25 million annually to fund the FSTED Program. Projects are solicited by the FSTED Council annually in accordance with the Department’s deadlines for building the tentative work program. FDOT’s staff, including the district seaport coordinators, reviews the projects for consistency with the Florida Transportation Plan. Central Office staff also assess the net transportation and economic benefits from each project, and use this information to rank the projects into three categories (high, medium, and low). Strategic Port Investment Initiative (SPII) The Strategic Port Investment Initiative (SPII) (311.10, F.S.) is for strategic seaport project funding. These projects implement Department plans and policies for achieving the state’s economic development goals of becoming a hub for trade, logistics, and export oriented activities, and often focus on increasing the efficiency of cargo movements. This program is funded from the State Transportation Trust Fund and requires an annual minimum of $35 million in project investments.

2 Executive Summary: http://www.fdot.gov/seaport/pdfs/2015%20Seaport%20and%20Waterways%20System%20Plan%20Executive%20Summary.pdf 3 Seaport System Plan: http://www.fdot.gov/seaport/pdfs/2015%20Florida%20Seaport%20System%20Plan%20Final%20(05-09-2017).pdf 4 Waterways System Plan: http://www.fdot.gov/seaport/pdfs/2015%20Florida%20Waterways%20System%20Plan_Final.pdf

FLP ORGANIZATION & ACTIVITIES GUIDE 44 Seaports Office

The Seaport Investment Program – Bond Funds During the 2012 legislative session, the Legislature created Section 339.0801, F. S., the Seaport Investment Program. This program authorized a bond issue in 2013. FDOT allocated approximately $150 million of project funding in Fiscal Year 2014 as a result of this program. FSTED and FDOT developed the allocation list from projects identified by each of the ports as top priorities needed to implement their capital improvement plans. Past Bond Programs The legislature authorized two previous bond programs, in 1996 and again in 1999. These funds were allocated to projects completed in the mid-2000s, and the Department is currently making payments from the State Transportation Trust Funds to repay these bonds over a 30 year period. Strategic Intermodal System The Strategic Intermodal System (SIS) program is a state-funded grant programs to be used for projects of interstate, statewide and regional significance. Grant funding is administered by FDOT and projects for any transportation mode are eligible provided they are on a SIS designated facility and meet the specific project eligibility criteria for that mode. For seaports, eligible projects include on-port roadways or rail projects that link directly to a SIS connector, cranes, warehouses, container and bulk storage areas, Intermodal Container Transfer Facilities (ICTFs), and capacity dredging projects. State Infrastructure Bank (SIB) Loans The State Infrastructure Bank (SIB) is a loan and credit enhancement program used to leverage funds to increase transportation project feasibility. The SIB can provide loans and other assistance to public entities, to finance eligible projects for assistance under state and federal law, but cannot provide assistance in the form of a grant. Projects requiring a SIB loan must provide increased mobility for the state’s transportation system, or provide intermodal connectivity with airports or other transportation hubs. FDOT District Intermodal Funds FDOT Districts receive Intermodal Development funding each year – distributed by formula according to their population and gas tax revenue. These funds can be used for intermodal projects for any mode as authorized in section 341.053(6), F.S. Districts use these funds to support important smaller projects and, in some cases, to support planning work for smaller seaports without in-house staff. Districts also have the option of programming available district discretionary funding on seaport projects, as available. Seaport Operations Seaports finance most of their needed infrastructure through revenues from leases and other normal port operations. Seaports also borrow funds from the private lending market; most seaports also have the ability to issue bonds to fund needed improvements. Local or Federal Government Programs Ports may also receive funding support from local city or county programs and resources. Additionally, seaports may directly apply for a variety of federal grant and funding programs. Public Private Partnerships (PPPs) Most of Florida’s seaports are landlord ports, meaning they lease land to terminal operators who handle day-to-day operations at the port. Many of Florida’s seaports also partner with their terminal operators and steamship lines to share the costs associated with major improvements. This could mean the port completes port-authority infrastructure, such as dredging and/or bulkheads, while the terminal operator invests in facilities such as a needed warehouse. JAXPORT’s new TraPac container terminal was financed through a partnership between Mitsui O.S.K. Lines (MOL) and the seaport, with some state assistance, primarily through the SIB loan program and FSTED funds.

FLP ORGANIZATION & ACTIVITIES GUIDE 45 Seaports Office

Resources FDOT Seaports Home Page: fdot.gov/seaport/ Staff Directory: fdot.gov/seaport/staff.shtm Law & Regulations: fdot.gov/seaport/seaportlawsrules.shtm Seaport Systems Map: fdot.gov/seaport/seaportlawsrules.shtm Programs & Services: fdot.gov/seaport/programs.shtm Documents & Publications: fdot.gov/seaport/publications.shtm Latest Documents and Publications: • 2015 Florida Seaport and Waterways System Plans - Executive Summary (August 2016) • 2015 Florida Seaport System Plan (July 2016) • 2015 Florida Waterways System Plan (July 2016)

FLP ORGANIZATION & ACTIVITIES GUIDE 46 TRANSIT OFFICE

TRANSIT OFFICE

TRANSIT SYSTEM

FLP ORGANIZATION & ACTIVITIES GUIDE 47 TRANSIT OFFICE

TRANSIT STAFF

Ed Coven State Transit Manager

Bobby Westbrook Gabrielle Matthews Liz Stutts Transit Operations & Transit Planning & Transit Grants & Safety Administrator Technology Administrator Commuter Assistance Administrator

Erin Schepers Chris Wiglesworth Mike Wright Procurement Manager Transit Data and Statewide Commuter Modeling and Rural Transit Assistance Program Vacant Manager Transit Safety & Security Manager Vacant Federal Programs Manager

*District Modal Contacts located in each district section.

FLP ORGANIZATION & ACTIVITIES GUIDE 48 TRANSIT OFFICE

Transit Staff Responsibilities Ed Coven State Transit Manager Overall leadership, direction, and support for transit staff activities; 850-414-4522 Transit policy and technical support to executive leadership team; Primary liaison with local transit agencies, Federal Transit Administration, Florida Public Transportation Association, and Advisor to Commission for the Transportation Disadvantaged; Evaluate State legislative proposals and Federal authorizations and appropriations acts; Manage the State New Starts Transit Program and special transit related projects such as Assessment of Maglev Proposal for Central Florida; Represent FDOT on AASHTO’s Standing Committee on Public Transportation, APTA’s State Affairs Committee, and CUTR’s National Center for Transit Research. Bobby Westbrook Transit Operations Statewide Oversight of Transit Safety, Security, Maintenance, Operations, and 850-414-4533 and Safety Procurement; Administrator Transit Maintenance, Operations and Management Training Programs; Develop statewide transit policy for Maintenance; Coordinate compliance audits of state and federal requirements of transit agencies; New Technology and Demonstration Programs; Transit Emergency Management. Erin Schepers Procurement Statewide Oversight of Transit Procurement Programs; 850-414-4526 Manager Vehicle Technology Research; Structural Integrity and Safety of Public Transportation Vehicles; Statewide Oversight of Transit Procurement Programs; Coordinate and implement a statewide vehicle procurement program to assist transit agencies in acquiring transit vehicles of high quality at lower costs. Vacant Transit Safety and Coordinate, establish, and develop state and federal bus safety and security standards 850-414-4525 Security Manager through Florida Administrative Code, Rule 14-90; Manage the Department’s Safety and Security Oversight Program for Fixed Guideway; Manage the Department’s Substance Abuse Program, including the administration of drug and alcohol compliance record reviews; Statewide oversight of drug and alcohol testing services; Manage the Florida Transit Safety Network. Gabrielle Transit Planning and Department Policy and procedural reviews and development related to transit planning; Matthews Technology Transit Performance Measures and Reporting; 850-414-4520 Administrator Principal advisor and administrator for integrating Federal and Statewide Planning programs; Liaison regarding federal FTA transit planning program; Coordinate with Planning and Environmental Offices to integrate policies and procedures ; Manage the National Center for Transit Research Program; Development of Transit Oriented Development and join Development guidance and training for promoting transit; Coordinate on Transit Strategic Intermodal System Projects; Coordinate with the Environmental Management Office regarding transit’s role in the PD & E process.

FLP ORGANIZATION & ACTIVITIES GUIDE 49 TRANSIT OFFICE

Transit Staff Responsibilities Chris Wiglesworth Transit Data and Manage statewide National Transit Data Program for Florida, Florida Transit Information 850-414-4532 Modeling System (FTIS); Coordinate with Systems Planning on integrating transit in the Department’s travel demand modeling program; Manage the Department’s online forecasting tools, TBEST Manage the Department’s online Bus Stop Inventory program, ATSIM; Manage Transit GIS files and databases; Coordinate with the Design Office regarding transit facility designs and ADA. Provide assistance regarding bicycle and pedestrian connections and improvements related to transit; Provide technical assistance in developing transit’s role in growth management activities. Liz Stutts Transit Grants and Principal advisor on federal and state transit programs, financing and program regulations; 850-414-4530 Commuter Assistance Manage Department’s involvement in transit innovative finance programs; Administrator Administer and supervise management of statewide transit programs; Develop statewide transit policy; Provide statewide guidance and training to District Offices and grant recipients; Coordinate audit responses; Coordinate Transit Title VI Submission; Manage Section 5310 Program. Mike Wright Statewide Commuter Provide direction and monitor the Commuter Assistance, Transit Corridor and Park and 850-414-4529 and Rural Transit Ride Lot Programs; Assistance Program Evaluate and monitor the state funded transportation demand management programs; Manager Provide legislative bill analysis as needed; Manage Rural Transit Assistance Program; Manage the Transit Toll Revenue Credit Program. Vacant Federal Programs Manage the financial components of the federal grant programs; 850-414-4539 Manager Develop and maintain data bases for federal reporting; Administer vehicle inventory management program for FTA funded vehicles; Coordinate Transit Federal Funding Accountability and Transparency Act (FFATA) Reporting; Participate in the Department’s Safe Mobility for Life program.

FLP ORGANIZATION & ACTIVITIES GUIDE 50 TRANSIT OFFICE

TRANSIT OFFICE ACTIVITIES The mission of the FDOT Transit Office is to "identify, support, advance and manage cost effective, efficient and safe transportation systems and alternatives to maximize the passenger carrying capacity of surface transportation facilities." The FDOT Transit Office consists of three sections (Grants Administration; Transit Operations; Transit Planning) each of which has specific areas of responsibility.

Transit $687,100,000 Current: FY 2017/2018

Future: FY 2018/2019 to 2021/2022 $1,704,500,000

*As of April 5, 2017, FDOT Program & Resource Plan

Key Areas of Responsibility State New Starts Program • Work with Districts and project sponsors to qualify New Starts projects through FTA process; • Allocate and program funding for selected projects; • Work with project sponsors and FTA to implement selected projects.

Evaluate State Legislative Proposals and Federal Authorizations and Appropriations • Participate in Legislative Bill development; • Analyze Legislative Bills; • Analyze and comment on Federal Authorization proposals; • Incorporate new and changing Federal law and guidance into state administered programs.

Represent FDOT on Statewide and National Organizations, Committees, Commissions, etc. • AASHTO Public Transportation Council; • Florida Commission for the Transportation Disadvantaged; • Florida Public Transportation Association; • National Center for Transit Research; • Association for Commuter Transportation.

Florida Vehicle Procurement Program • Design of vehicle and equipment specifications; • Establishment of vendor contracts; • Procurement of transit vehicles and equipment; • Ensuring vendor warranty compliance for local agency grantees under the Federal Sections 5310 and 5311 programs; • Management and oversight of inspection facilities and operations; • Coordinate and implement a statewide vehicle procurement program to assist transit agencies in acquiring transit vehicles of high quality at lower costs; • Ensure vendor warranty compliance for local agency grantees under the Federal Sections 5310 and 5311 programs.

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Technical Assistance and Training Programs • Oversight of vehicle Warranty procedures; • Management of the crashworthiness program that provides crash standards for paratransit buses procured under the statewide vehicle procurement program; • Provide technical assistance, management and coordination for the Statewide Mechanic's Training Program for transit system employees. Develop maintenance inspection and repair procedures for use by transit systems. Perform on- site inspections of vehicles to ensure compliance with proper maintenance procedures and contractual agreements; • Mechanic Apprenticeship Program; • Regional Training Center; • Establish Contracted Maintenance Services; • District technical assistance; • Maintenance and vehicle audits; • Management and oversight of inspection facilities and operations; • Provide technical assistance to transit systems and district offices on equipment leases, operating requirements, equipment procurement specifications, requirements, and modifications; • Provide technical assistance to transit systems on maintenance and safety matters relating to the purchase and operation of vehicles; • Research and identify existing training, technical assistance, and education programs which may be utilized by the Department and transit agencies; • Propose, review and analyze state and federal legislation pertaining to transit operational matters; • Provide management, coordination and direction to the State Fleet Leasing Program. Develop procedures for leasing and accountability of equipment; • Act as the Department's representative in matters relating to transit operations and provide liaison to the Florida Public Transit Association on technical and operational issues.

Rail Fixed Guideway Safety and Security Oversight Program • Establish safety and security standards; • Ensure Compliance with Federal regulations; • Ensure Compliance with state standards; • Establish implementation guidelines; • Conduct safety and security audits every 3 years; • Maintain web based document management system; • Prepare and submit annual reports; • Provide Technical assistance and training related to safety; • Coordinate, establish, and develop state and federal fixed guideway transportation safety and security standard through the Safety and Security Oversight Program for Florida Fixed Guideway Transportation Systems Standards Manual (Incorporated by Rule 14-15.017, Florida Administrative Code) for the management, implementation, and oversight of safety and security standards for Florida fixed guideway transportation systems;

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• Monitor transit industry developments, legislation and federal and state regulatory issues that could influence or impact fixed guideway and bus transit system safety programs; • Develop and implement a statewide safety and security review program for bus and fixed guideway transit systems.

Bus Safety and Security Program • Establish safety and security standards; • Establish implementing procedures; • Oversee/ensure program implementation/compliance; • Conduct safety and security audits every 3 years; • Technical assistance and training; • Coordinate, establish, and develop state and federal bus safety and security standards through Rule 14-90, Florida Administrative Code (Equipment and Operational Safety Standards for Bus Transit Systems) for management, implementation, and oversight of safety and security standards for Florida bus transportation systems; • Develop and implement research activities related to bus and fixed guideway transportation safety and security programs and facilities and equipment in support of district and transit agency needs; • Manage the Florida Transit Safety Network which serves as a forum by which transit agencies can discuss transit safety issues, opportunities, best practices, and provide a stakeholder input for any proposed modifications to Rule 14-90, F.A.C. as a result state or federal MAP-21 requirements.

Substance Abuse Management Program • Oversee compliance with Federal regulations for 5311 Grantees; • Establish implementing procedures; • Oversee/ensure program implementation/compliance; • Conduct on-site audits once each year; • Technical assistance and training; • Establish/manage statewide testing services contract; • Prepare/submit annual report to FTA; • Implementation and oversight of the Public Transit Office Substance Abuse Program in accordance with federal regulations. • Coordinate, develop and implement a statewide third-party contract to provide drug and alcohol testing services and technical assistance to transit agencies for compliance with federal regulations; • Conduct drug and alcohol compliance record reviews of Section 5311 sub recipient agencies.

Other • Provide emergency response functions; • Manage research studies/contracts.

Planning and Technology • Provide training and technical assistance in the implementation of Transit Development Plans (TDP); • Establish requirements and monitor implementation of Transit Development Plans; • Support District review of Transit Development Plans; • Provide guidance and support on national and statewide transit planning policies and procedures; • Maintain national transit databases and transit information for FDOT general planning activities; • Strategic planning for the integration of transit into the Departments Statewide Intelligent Transportation Systems Plan; • Develop, review and report statewide transit performance measure for various department reports; • Support the networking of transit planning professionals through a listserv, conference calls on topical issues, and coordination of panels at the two annual conferences of the Florida Public Transportation Association;

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• Develop handbook for transit agency use in the design and construction of stations and stops consistent with federal Americans with Disabilities Act (ADA) requirements; • Technical assistance to local agencies in the planning, procurement, acquisition and implementation of Advanced Public Transportation Systems (transit ITS); • Support the Statewide Express Lanes Committee and assist in developing policies for transit in express lanes; • Develop guidance for buses on shoulders and buses operating in exclusive lanes; • Conduct training and develop guidance for FDOTs role in the New Starts process; • Assist local agencies in exploring and implementing innovative fare payment systems through the use of mobile phones.

Tools • Develop, maintain, support and provide training for various technical tools that assist District staff and transit agencies in the area of transit planning. These include:

– Urban Integrated National Transit Database, (Urban iNTD), is a database of quantitative transit information used for performance monitoring, planning and peer review. This system provides an easy to use database tool for searching and reporting transit information for any agency required by FTA to report National Transit Data. The tool provides historical data, performance data, operational data and information on key variables to compare with peer transit agencies of similar service size and types. Although the system was developed to assist FL transit agencies, it has become popular worldwide because of its accessibility (free on the web) and user friendliness with over 1,000 users; – Rural Integrated National Transit Database, (Rural iNTD), is a system that integrates the rural NTD data dating back to 2007 (i.e., the first year the data were made available by FTA) and provides user-friendly tools to facilitate data access and performance analysis; – Florida Transit Data Exchange, (FTDE), is an online repository for transit agencies’ GIS and GTFS files that can be freely downloaded by the general public. It also provides transit agency contact information and other metadata regarding specific agency data. – Automated Transit Stop Inventory Model, (ATSIM), is a handheld tool which geocodes bus stop locations and provides an accompanying computerized database, editable in the field, to maintain up-to-date bus stop characteristics inventory. This asset management tool issues work order and assists in identifying assets that need to be repaired or replaced; – Transit Boardings Estimation and Simulation Tool, (TBEST), is a GIS based transit ridership forecasting tool, which estimates ridership under changing demographics, economic, and service supply conditions. It determines ridership at the stop level to compare various route alternatives and estimates accessibility of populations and jobs to transit at a local level.

Training • National Transit Database, supports transit agency compliance with Federal Transit Administration reporting requirement and improves quality of data for performance monitoring; • Design requirements for Transit Facilities to enhance safety, improve mobility and support the American with Disabilities Act; • Transit Development Planning, supports the preparation of Transit Development Plans and communicates expectations;

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• Transit Capacity and Quality of Service, supports collection and use of qualitative and customer oriented transit performance; • Transit Oriented Design, supports local governments in the development of Comprehensive Plans and Local Development Regulations where desired; • Transit New Starts Process; • FTA Simplified Trips on Project (STOPs) model.

Research • Conduct innovative transit planning research and explore new transit technologies with our partner universities around the state.

Performance Monitoring • Develop and monitor statewide transit performance measures for incorporation into various Department reports; • Publishes the Florida Transit Information Handbook every year containing key performance measures for each transit system in the state. The report is widely used for public information and satisfies one requirement of Section 341.071, Florida Statutes; • Collect Farebox Recovery Report per Section 341.071, Florida Statutes. Data is collected on farebox recovery and agency strategies to improve farebox recovery ratio.

Complete Streets and Context Sensitive Design • Explore the integration of transit into the Department’s Complete Streets initiatives.

Intra-agency Coordination • Provide data and make recommendations for tracking Florida’s transit progress in the FTP, Short Range Component, Program Objectives and Accomplishments, Transportation Commission, etc; • Participate in the ongoing improvements for the Florida Standard Urban Transportation Modeling Systems through joint projects and participation on the working groups and committees as requested; • Participate in training on growth management issues with the Systems planning office; • Participate on Design Office teams developing the Plans and Preparation Manual; • Member of the Florida team for AASHTO’s Greenbook. Transit Grants Federal Grant Programs • Make application for annually appropriated funds; • Submit quarterly financial and progress milestone reports; • Develop program guidance and procedures; • Sub allocate funds to the Districts; • Develop statewide program of projects; • Monitor DBE compliance and reporting; • Monitor and submit Title VI reports; • Process orders for the 5310 Enhanced Mobility of Seniors and Individuals with Disabilities Program; • Programs managed include: 5305(d) MPO Transit Planning, 5307 Urbanized Area formula program, 5339 Bus and Bus Facilities Discretionary program, 5311 Rural Area formula program; • Compile and submit annual federal program performance measures reports; • Submit FFATA reports to OMB.

State Grant Programs • Develop program guidance and procedures; • Sub allocate funds to the Districts;

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• Develop tools and resources for transit providers (urban and rural) and commuter assistance programs; • Programs managed include: Public Transit Block Grant, Service Development, Transit Corridor, Park and Ride, Commuter Assistance.

Technical Assistance and Training • Operators Training and Network; • Transit Marketing Network; • Statewide Technical Assistance and Training Program for Transit Agencies; • TDM Training and Certification Program; • TDM Clearinghouse and Research; • Rural Transit Technical Assistance and Training; • Regional Training Centers; • Individual District Training; • District New Employee Training.

Other • Provide emergency support functions; • Manage research studies and contracts; • In cooperation with the Operations Section, monitor District sub-recipient oversight. Funding Many federal and state transportation funding programs are available to provide assistance to local transit agencies and planning agencies and organizations, including those programs that are funded by the Florida Department of Transportation (FDOT) or other state programs and those funded by the United States Department of Transportation through the Federal Transit Administration (FTA) and the Federal Highway Administration (FHWA). Provided within this section is a summary of each program, applicant and project eligibility criteria, funding participation, and the process for receiving an allocation or “apportionment.” FDOT Transit Funding Programs Commuter Assistance Program The Commuter Assistance Program was established to encourage public/private partnerships to provide brokerage services to employers and individuals for carpools, vanpools, express bus service, subscription transit service, group taxi services, heavy and light rail, and other systems designed to increase vehicle occupancy. The program encourages the use of transportation demand management strategies including employee trip reduction planning; Transportation Demand Management Association activities; alternative work hour programs such as telecommuting and compressed work weeks; parking management; and bicycle and pedestrian programs. Funding for the Commuter Assistance Program is allocated to each FDOT district based on a statewide assessment of Commuter Assistance Program need. For more information, see Commuter Assistance Program. County Incentive Grant Program (CIGP) The purpose of the program is to provide grants to counties to improve a transportation facility (including transit) that is located on the State Highway System or that relieves traffic congestion on the State Highway System. CIGP funds are distributed to each FDOT district office by statutory formula. The District ranks the projects according to the selection criteria and selects projects, as funds are made available. Eligible projects include: • Projects that improve the mobility on the State Highway System (SHS); • Encourage, enhance, or create economic benefits; • Foster innovative public-private partnerships; • Maintain or protect the environment; • Enhance intermodal activity and safety; • Projects that advance other projects;

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• New technologies such as intelligent transportation systems that enhance the efficiency of projects; • For more information, see Transit Resource Guide.

Intermodal Development Program The Intermodal Development Program was developed to provide funding for major capital investments in fixed- guideway transportation systems; access to seaports, airports and other transportation terminals; and construction of intermodal or multimodal terminals. FDOT is authorized to fund projects within the Intermodal Development Program, which are consistent, to the maximum extent feasible, with approved local government comprehensive plans of the units of local government in which the project is located. Eligible projects include: • Major capital investments in public rail and fixed-guideway transportation facilities and systems which provide intermodal access; road, rail, intercity bus service, or fixed-guideway access to, from, or between seaports, airports, and other transportation terminals; • Construction of intermodal or multimodal terminals; • Development and construction of dedicated bus lanes; • Projects that otherwise facilitate the intermodal or multimodal movement of people and goods • For more information, see Intermodal.

New Starts Transit Program (NSTP) The New Starts Transit Program was established by the 2005 Florida Legislature to assist local governments in developing and constructing fixed-guideway and bus rapid transit projects to accommodate and manage urban growth and development. A secondary purpose of the program is to leverage State of Florida funds to generate local transportation revenues and secure Federal Transit Administration (FTA) funding for Florida projects. Eligible projects include those capital projects that support the Strategic Intermodal System (SIS). NSTP projects may be used to support final design, right-of-way acquisition, and construction projects. The NSTP will follow the selection guidelines of the FTA Section Major Capital Investment Program. Proposed projects should have stakeholder support, be included in local plans, and have a dedicated funding commitment. Funds may be transferred from FDOT’s Central Office Incentive Account to any FDOT district office and are programmed on a “dollar for dollar” basis with dedicated local funding. For more information, see Florida New Starts Program. Park and Ride Lot Program The statewide Park and Ride Lot Program were initiated in 1982 to provide organized, safe parking for vehicles constantly congregating on roadsides. The program provides for the purchase and/or leasing of private land for the construction of park and ride lots, the promotion of these lots, and the monitoring of their usage. This program is an integral part of the commuter assistance program efforts to encourage the use of transit, carpools, vanpools and other high occupancy modes. It is essential in efforts to meet federal, state, regional and local goals for reducing single occupant vehicle travel. FDOT has established criteria for park and ride planning to assist in siting, sizing, and disposal of park and ride facilities. These criteria are contained in the State Park and Ride Lot Planning Handbook. Local agencies may request the use of Park and Ride Lot Programs funds by filing a project proposal with an

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FDOT district office, which sends a project priority list to FDOT’s Central Office. FDOT’s Central Office determines which projects will be funded. FDOT will fund up to one-half the non-federal share of Park and Ride Lot capital projects. For more information, see the State Park and Ride Guide. Public Transit Block Grant Program The Public Transit Block Grant Program was established by the Florida Legislature to provide a stable source of funding for public transit. Funds are awarded by FDOT to those public transit providers eligible to receive funding from the Federal Transit Administration's Sections 5307 and 5311 programs and to Community Transportation Coordinators. The Department of Transportation distributes 85 percent of the funds to FTA Section 5307 providers and to FTA Section 5311 providers who are not Community Transportation Coordinators. The Florida Commission for the Transportation Disadvantaged distributes 15 percent of the funds to Community Transportation Coordinators according to their own funding formula. Public Transit Block Grant funds may be used for eligible capital and operating costs of providing public transit service. Program funds may also be used for transit service development and transit corridor projects. Public Transit Block Grant projects must be consistent with applicable approved local government comprehensive plans. Specific program guidelines are provided in FDOT Procedure Topic Number 725-030-030. Public Transit Service Development Program The Public Transit Service Development Program was enacted by the Florida Legislature to provide initial funding for special projects. The program is selectively applied to determine whether a new or innovative technique or measure can be used to improve or expand public transit services. Service Development Projects specifically include projects involving the use of: • New technologies; • Services, routes, or vehicle frequencies; • Purchase of special transportation services other techniques for increasing service to the riding public; • Projects involving the application of new technologies or methods for improving operations, maintenance, and marketing in public transit systems are also eligible for Service Development Program funding. Projects submitted for funding must be justified in the recipient's Transit Development Plan (TDP) (or transportation disadvantaged service plan, if applicable). Specific program guidelines are provided in FDOT Procedure Topic Number 725-030-005.

Transit Corridor Program The Transit Corridor Program provides funding to transit agencies to support new services within specific corridors when the services are designed and expected to help reduce or alleviate congestion or other mobility issues within the corridor. Transit Corridor funds are discretionary and are distributed based on documented need. Transit Corridor Program funds may be used for capital or operating expenses. Eligible projects must be identified in a Transit Development Plan, Congestion Management System Plan, or other formal study undertaken by a public agency. FDOT’s Central Office annually reviews all existing (i.e., currently approved and operating as of the annual review) Transit Corridor projects and allocates, to the respective FDOT district office sufficient funds to cover these ongoing projects. First priority for funding under this program is for existing projects meeting their adopted goals and objectives. Any remaining funds are allocated to the each of the districts by formula, based on each district’s percentage of the total state urbanized population. Specific program guidelines are provided in FDOT Procedure Topic Number 725-030-003. Transportation Regional Incentive Program (TRIP) TRIP was created by the 2005 Legislature to improve regionally significant transportation facilities in "regional transportation areas." State funds are available throughout Florida to provide incentives for local governments and the private sector to help pay for critically needed projects that benefit regional travel and commerce. FDOT will pay for 50 percent of project costs, or up to 50 percent of the non-federal share of project costs for public transportation facility projects. This program can be used to leverage investments in regionally significant transportation facilities and must be linked to growth management objectives.

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Eligible TRIP projects must be identified in appropriate local government capital improvements program(s) or long-term concurrency management system(s) that are in compliance with State comprehensive plan requirements. In addition, projects must be consistent with the Strategic Intermodal System and support facilities that serve national, statewide, or regional functions and function as an integrated transportation system. For more information, see TRIP. Local Match Resources/Options Sources are available to local governments and other agencies to provide for a local share of project costs. While local cash is an acceptable form of project match, other sources may also be used within the guidelines for each funding program. Toll Revenue Credit Program It is the policy of FDOT to make available the option to use toll revenue credits, authorized by Title 23 U.S.C. 120(j)(1), to Florida transit systems for use as soft match on eligible federal transit capital projects. On an annual basis, the State Freight, Logistics, and Passenger Operations Administrator will be responsible for notifying Florida's transit systems of the availability of toll revenue credits and for approving the use of toll revenue credits on proposed transit capital projects. Rural Economic Development Initiative (REDI) Waiver Section 288.06561, Florida Statutes, provides that, notwithstanding any other law, member agencies and organizations of the REDI will review the financial match requirements for projects in rural areas. Counties and communities that meet certain statutory criteria may request a waiver or reduction of the match requirements for such projects. To be eligible to request a waiver or reduction of matching requirements, a county or community must meet the statutory definition of "rural,” as provided below, and that county or community must have three or more of the "economic distress" conditions. For more information, see REDI Waiver. In-Kind and Other Soft Match In limited circumstances, local governments and other agencies may use in-kind and/or other contributed services as soft match for projects. Office space, staff services, contract expenses, and other local operating costs may be allowable in-kind match to certain grant funded projects. (The use of in-kind match must be approved by the FDOT district offices). In addition, real property may also be used toward the local share of certain capital projects. Federal Funding Programs The following section provides information on federal funding programs, primarily those funded by the U.S. Department of Transportation, Federal Transit Administration, codified in Chapter 49 of the United States Code (U.S.C.). Programs revised or created through the Safe, Accountable, Flexible, and Efficient Transportation Equity Act--A Legacy for Users (SAFETEA-LU) and Moving Ahead for Progress in the 21st Century (MAP-21) are also included in this Resource Guide. Metropolitan Planning Program 49 U.S.C. Section 5305(d)) This program provides funding to support the cooperative, continuous, and comprehensive planning program for making transportation investment decisions in metropolitan areas. State DOTs and metropolitan planning organizations (MPOs) may receive funds for: • Purposes that support the economic vitality of the metropolitan area, especially by enabling global competitiveness, productivity, and efficiency; • Increasing the safety of the transportation system for motorized and non-motorized users; • Increase the security of the transportation system for motorized and nonmotorized users; • Increasing the accessibility and mobility options available to people and for freight; • Protecting and enhancing the environment, promoting energy conservation, and improving quality of life; • Enhancing the integration and connectivity of the transportation system, across and between modes, for people and freight; • Promoting efficient system management and operation; • Emphasizing the preservation of the existing transportation system;

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• Funds are apportioned by a complex formula to states that includes consideration of each state’s urbanized area population in proportion to the urbanized area population for the entire nation, as well as other factors. States can receive no less than 0.5 percent of the amount apportioned. For more information, see Section 5305(d).

Urbanized Area Formula Program (49 U.S.C. Section 5307) This program makes federal resources available to urbanized areas and to governors for transit capital and operating assistance in urbanized areas and for transportation related planning. Eligible projects include: • Planning, engineering, design and evaluation of transit projects • Capital investments in bus and bus-related activities – Replacement of buses; – Overhaul of buses; – Rebuilding of buses, crime prevention and security equipment; – Construction of maintenance and passenger facilities. • Capital investments in new and existing fixed guideway systems – Rolling stock; – Overhaul and rebuilding of vehicles, track, signals, communications; – Computer hardware and software; – Operating assistance. • No limitation on operating assistance in UZAs with population less than 200,000 • Systems operating 1,000 fewer buses at peak times in UZAs with population greater than 200,000 may use 5307 for operating assistance based on the following • 76 - 99 buses may use 50% of the apportionment attributable to vehicle service laws • 75 or less may use 75% of the apportionment attributable to vehicle service laws • For more information, see Section 5307. Small Transit Intensive Cities (apportionment when eligible rolled into 5307) (49 U.S.C. Section 5336(j)) The Small Transit Intensive Cities program was established by SAFETEA-LU within the Urbanized Area Formula Program and has continued as part of the FAST Act. The program is available to transit intensive urbanized areas with less than 200,000 in population and is funded through a set-aside from the formula program. Eligible projects include both operating and capital programs consistent with the guidelines provided for the Urbanized Area Formula Program. Growing States and High-Density States Program (apportionment included in 5307) (49 U.S.C. Section 5340) The Growing States and High-Density States Program distributes funds to the urbanized and non-urbanized area formula programs. The funding is distributed based on a number of factors. One-half of program funds will be allocated based on population forecasts for 15 years out from the last census (through 2015). Florida will benefit by moving up to the third most populous state in 2015. One-half will be based on population densities in excess of 370 persons per square mile. Eight states, not including Florida, will share this portion of the allocation (Florida ranks 9th in population density). Bus and Bus Facilities Program (49 U.S.C. Section 5339) The Bus and Bus Facilities Program (49 U.S.C. 5339) provides capital funding to replace, rehabilitate and purchase buses and related equipment and to construct bus-related facilities. Eligible recipients include designated recipients and states that operate or allocate funding to fixed-route bus operators. Sub recipients may include public agencies or private nonprofit organizations engaged in public transportation, including those providing services open to a segment of the general public, as defined by age, disability, or low income. Eligible projects include: • Capital projects to replace, rehabilitate and purchase buses, vans, and related equipment, and to construct bus- related facilities. • For more information, see Section 5339.

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Major Capital Investment Grants over $100 Million (New Starts Program) (49 U.S.C. Section 5309(d)) The Federal Transit Administration’s (FTA) discretionary New Starts program is the federal government’s primary financial resource for supporting locally-planned, implemented, and operated transit guideway capital investments. From heavy to light rail, from commuter rail to bus rapid transit systems, the New Starts program has helped to make possible hundreds of new or extended transit fixed guideway systems across the country. These rail and bus investments, in turn, have improved the mobility of millions of Americans, helped to reduce congestion and improve air quality in the areas they serve, and fostered the development of viable, safer, and more livable communities. Major Capital Investment Grants Under $100 Million (Small Starts Program) (49 U.S.C. Section 5309(e)) This program provides funding for smaller projects with a federal New Starts share of less than $100 million, including streetcar, trolley, bus rapid transit (if a substantial portion of the project operates in a separate right of way in a defined corridor dedicated for public transit use during peak hours or it has other characteristics of a fixed guideway system), and commuter rail projects. Small Starts projects may not total more than $300 million. Simplified procedures and criteria apply to the program. Formula Grants Enhanced Mobility of Seniors and Individuals with Disabilities (49 U.S.C. Section 5310) This program provides formula funding to states and designated recipients to improve mobility for seniors and individuals with disabilities. Funds are apportioned based on each state’s share of population for these groups of people. The FDOT administers the funds for rural and small urban areas. Each UZA over 200,000 selects a designated recipient to administer the funding. The majority of large UZAs in Florida selected the department to administer the program for their UZA. Formula Grant for Rural Areas (49 U.S.C. Section 5311) This program provides formula funding to states for the purpose of supporting public transportation in areas of less than 50,000 in population. Program funds are apportioned to each state in an amount proportional to each state’s non-urbanized population. Program funds may be used for: • Capital expenses; • Operating expenses; • State administration; • Project administration expenses.

Each state prepares an annual program of projects, which must provide for fair and equitable distribution of funds within the states, including American Indian tribes, and must provide for maximum feasible coordination with transportation services assisted by other federal sources. The state must use 15 percent of its annual apportionment to support intercity bus service, unless the governor certifies that these needs of the state are adequately met. In Florida, the Section 5311 Program is administered by FDOT. Program funds are distributed to each FDOT district office based on its percentage of the state’s rural population. Each district office allocates program funds to designated eligible recipients through an annual grant application process. For more information, see Section 5311. Flexible Funding Programs Flexible funds are certain legislatively specified funds that may be used for either transit or highway purposes. Flexible funds allow a local area to choose to use certain federal surface transportation funds based on local planning priorities, not on a restrictive definition of program eligibility. Flexible funds include FHWA Surface Transportation Program (STP) and Congestion Mitigation and Air Quality Improvement Program (CMAQ) funds and FTA Urban Formula Funds. When FHWA funds are transferred to FTA, they can be used for a variety of transit improvements such as: • New fixed guide way projects;

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• Bus purchases; • Construction and rehabilitation of rail stations; • Maintenance facility construction and renovations; • Alternatively-fueled bus purchases; • Bus transfer facilities; • Multimodal transportation centers; • Advanced technology fare collection systems.

Once they are transferred to FTA for a transit project, the funds are administered as FTA funds and take on all the requirements of the FTA program. Transferred funds may use the same non-federal matching share that the funds would have if they were used for highway purposes and administered by FHWA. For more information, see Flexible Funds. Resources FDOT Transit Home Page - http://www.dot.state.fl.us/transit/ Staff Directory - http://www.dot.state.fl.us/transit/staffdirectory.shtm Transit Agency - http://www.dot.state.fl.us/transit/TransitMap/default.htm Programs & Services - http://www.dot.state.fl.us/transit/navigation/programs.shtm Documents & Publications - http://www.fdot.gov/transit/navigation/divisions.shtm

FLP ORGANIZATION & ACTIVITIES GUIDE 62 DISTRICT OVERVIEW

DISTRICT OVERVIEW

FLP ORGANIZATION & ACTIVITIES GUIDE 63 DISTRICT OVERVIEW

DISTRICT OVERVIEW The Florida Department of Transportation is decentralized in accordance with legislative mandates. Each of the districts is managed by a District Secretary. The districts vary in organizational structure, but in general, each has major divisions for Administration, Planning, Production and Operations. In addition, each district has a Public Information Office that reports to the District Secretary and a District Chief Counsel who reports to the DOT General Counsel in Tallahassee. • District 1 - Southwest Florida (Bartow) • District 2 - Northeast Florida (Jacksonville) • District 3 - Northwest Florida (Chipley) • District 4 - Southeast Florida (Ft. Lauderdale) • District 5 - Central Florida (Deland) • District 6 - South Florida (Miami) • District 7 - West Central Florida (Tampa) • Florida's Turnpike Enterprise

District Freight Coordinators The FLP Office, working with the FDOT District’s modal staff and secretaries, incorporated Regional Freight Coordinators in all its seven district offices and Turnpike to serve as the primary contact for their district in coordinating matters of freight mobility, including— highways, air, marine, spaceports and rail, and involving multiple public agencies and private businesses to ensure these programs are in alignment with strategic objectives and our work program. Freight Coordinator Roles and Responsibilities • Serves as the primary contact for their respective district in coordinating on matters of freight and act as a resource for connecting freight issues with other governmental organizations and the private sector. • Assists in facilitating public-private, state-local and state-federal freight transportation investment decisions. Communicates, informs and seeks input from national and international freight customers/partners (shippers, carriers, and other related state and federal government agencies) using methods such as targeted e-mail lists, surveys, interviews, focus groups and forums. • Serves as the point freight contact for their designated district(s) for freight interests on the regional and statewide levels, interact at the national and international level with other federal freight coordinators/officials, initiating dialogue as needed; therefore, coordinating with economic development agencies, the private sector, and other stakeholders to insure a united front in freight and multimodal transportation improvements within their district/region. • Develops and implements strategies in a consistent, predictable and repeatable manner to improve freight mobility, freight infrastructure, and related operations throughout Florida and regions as part of one integrated, multimodal system regardless of funding or ownership (i.e., public, private, or mixed public-private) within the state. This includes the ability to assist in implementing and communicating the strategies laid out in the Florida Freight Mobility Trade Plan (FMTP) to aide in Florida’s statewide goal to become an international hub for trade and logistics activity.

Essential Functions • Works to ensure that all state transportation agencies and divisions integrate freight mobility considerations into their day-to-day business practices and seek opportunities to promote synergies and connections with other statewide policy initiatives (i.e., city councils, counties Metropolitan Planning Organization (MPO)/Transportation Planning Organization (TPO) and local chambers of commerce). • Establishes relationships and serve as an active resource and advocate for freight issues in coordination with other governmental organizations and the private sector. In their role, The District Freight Coordinators work in coordination with the District Development Director and Intermodal Systems Development Manager.

FLP ORGANIZATION & ACTIVITIES GUIDE 64 DISTRICT 1

DISTRICT 1

801 N. Broadway Ave. Bartow, Florida 33830-3809

Secretary L.K. Nandam [email protected] Telephone: (863) 519-2201

District 1, with a land area of nearly 12,000 square miles, represents 12 counties in Southwestern Florida. Its 1.8 million residents contribute to the 21 million miles traveled daily on its state highways. See the Agency Resources page for District 1 for more information. FDOT provides capital and operating assistance to, nine public transit systems, six of which are major with 291 passenger vehicles in District One. In addition, there are 121 private airports, 21 public airports, five major rail lines, and one deep- water port in operation. The District One Office of Intermodal Systems Development manages and promotes implementation of the District’s multi- modal projects and manages intergovernmental coordination between the Metropolitan Planning Organizations (MPO’s), Transportation Planning Organizations (TPO’s) and local governments.

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DISTRICT 1 STAFF

John Kubler Director of Transportation Development

Laura Herrscher ISD Administrator

Paul Simmons District Modal Development Administrator

Arlene Barnes Michelle Peronto Kristi Smith Wendy Sands Keith Robbins District Rail Administrator District Transit Programs Senior Aviation/Intermodal Aviation/Intermodal District Freight Administrator Modal Project Manager Agency Liaison Coordinator

Lisa Revell-Petro Debi Stephens GEC Rail Project Manager Transit Projects Coordinator

Jared DeLong Transit Projects Coordinator

Pamela Barr Passenger Operations Specialist

FLP ORGANIZATION & ACTIVITIES GUIDE 66 DISTRICT 1

District 1 Office of Modal Development Staff Responsibilities John Kubler Director of Responsible for the overall direction and management of the Transportation 863-519-2368 Transportation Development functions within the District. Development Directs the production management staff in analyzing the 5-year transportation Plan for conformity with production capability and financial programs. Directs the comprehensive Right of Way program. Directs the activities of the Roadway Design, drainage, structures, specifications, Utilities, Surveying and Mapping, Permits and Project Management sections in the preparation and development of all plans related to roadways that are advertised for letting to contractors. Directs the activities of the Environment, Project Development, and Rail Sections. Directs the activities of the modal development intermodal, transit, systems planning and community liaison functions. Laura Herrscher ISD Administrator Serves as the Planning and Environmental Manager and is responsible for the overall 863-519-2379 management and coordination of the daily operation of the Planning and Environmental Office which includes, as well as supervising subordinate employees. Supervises and evaluates the staff responsible for the programming and oversight of the implementation of District Aviation, Transit, Ports, Rail, Intermodal and Freight Programs. Manages efforts to develop and maintain departmental planning documents required by state and federal requirements and update of the Strategic Intermodal System (SIS)/Florida Interstate Highway System (FINS), Action plans, Corridor Studies and Project Traffic Reports. Manages staff providing liaison support between the Department and other government and community agencies according to the Florida Statutes and the Florida Administrative Code. This includes required Metropolitan Planning Organization (MPO) and rural planning requirements in order to be eligible for State and Federal certification and funding. Manages and directs the activities of the Environment, and Project Development Sections. Evaluates the environmental impacts associated with the development of transportation projects. Obtains required National Environmental Policy Act (NEPA) documentation, location, and design concept acceptance from the Federal Highway Administration (FHWA). Manages all aspects of the Efficient Transportation Decision- Making (ETDM) process. Provides local officials and public with a direct source of contact with the Department for planning, production, and operational issues. Develops District One's five-year Transportation Plan in coordination with the Southwest Area Office (SWAO). Represents the District Secretary at meetings and functions, including public hearings and serves as the Department of Transportation (DOT) liaison with various civic organizations, Chamber of Commerce, Metropolitan Planning Organizations (MPOs) and local governments to explain the DOT Work Program and policy related information.

FLP ORGANIZATION & ACTIVITIES GUIDE 67 DISTRICT 1

District 1 Office of Modal Development Staff Responsibilities Paul Simmons District Modal Supervises and directs Modal Development staff to produce quality work within required 863-519-2388 Development timeframes. Administrator Responsible for oversight of all public airports, transit systems, and seaport directors on related matters for the district. Directs staff in the development of projects eligible for participation in the airport improvement programs and other state-funded aviation initiatives. Directs staff in the administration of the Intermodal and Ports Program based on applicable program procedures. Directs staff in the administration of programs funded by the state and federal governments to address transit needs in cooperation with local planning agencies and transportation operators for District 1. Keith Robbins District Freight Serves as the single point of contact for all matters of freight and logistics in their district. 863-519-2913 Coordinator Serves as the primary contact for the respective district in coordinating on matters of freight and act as a resource for freight issues with other governmental organizations and the private sector. Assists in facilitating public-private, state-local and state-federal freight transportation investment decisions. Communicates, informs and seeks input from freight customers/partners (shippers, carriers, and other related state and federal government agencies) using methods such as targeted e-mail lists, surveys, interviews, focus groups and forums. Assists in collaborating on a statewide multimodal freight mobility program, including— highways, air, marine, spaceports and rail, and involving multiple public agencies and private businesses, to ensure these programs are in alignment with strategic objectives and work program. Assists in collaborating with the Aviation, Rail, Seaport, Spaceport and SIS (Strategic Intermodal Systems) coordinators/managers. Develops and implements efforts to improve freight mobility, freight infrastructure, and related operations throughout the District as part of one integrated, multimodal system regardless of funding or ownership (i.e., public, private, or mixed public-private) within the state. Establishes relationships and serve as an active resource and advocate for freight issues in coordination with other governmental organizations and the private sector. Arlene Barnes District Rail Responsible for Rail Program Activities for the District Highway Grade Crossing Program 863-519-2349 Administrator and the Rough Crossing Rehabilitation Program which includes directing, managing, and developing these programs. Directs, implements, and monitors the Railroad Grade Crossing Safety Improvement Program by determining the program needs through needs and priorities (Safety Priority Number), Diagnostic field reviews, collection of data, coordination with Central Office, Railroad Companies Traffic Operations, Counties, and Cities. Manages, formulates, and monitors the District Five Year Work Program and any Rail Studies. Assists Central Office with monitoring and implementing activities for rail line relocation projects.

FLP ORGANIZATION & ACTIVITIES GUIDE 68 DISTRICT 1

District 1 Office of Modal Development Staff Responsibilities Michelle Peronto District Transit Oversees and monitors the public transportation component of the District One Five- 863-519-2551 Programs Year Work Program, including State transit programs and budgeted/pass-through Administrator and Federal Transit Administration (FTA) grant programs. Serves as a principal staff advisor Title VI Program to Department management in the administration and development of transit as a Area Officer major multimodal program option. Serves as principal liaison with the Department’s Central Office for development and administration of transit programs. Supervises and motivates direct reports; evaluates work activities, workloads, and production compliance activities. Directs project management activities, including the preparation of Agreements and processing of invoices, equipment and/or services procurement, and technical assistance. Manages consultant-staffed projects. Prepares reports and correspondence as necessary. Serves as the District Program Area Officer for Title VI of the Civil Rights Act of 1964 and assists the District One Title VI Coordinator in monitoring and reporting the Department's compliance with Title VI and related statutes. Kristi Smith Senior Conducts quarterly agency coordination meetings and formulates, processes, and 863-519-2265 Aviation/Intermodal monitors Joint Participation Agreements (JPA's) as defined by Florida Department of Project Transportation (FDOT) procedures. Assists with formulating, developing, and monitoring Aviation, Seaport, and Intermodal five-year work program by determining local needs and priorities, including reviewing grant applications. Provides technical assistance, advises modal agencies on project funding eligibility, and assists them with project prioritization, developing strategies for project financing, phasing, and value engineering. Leads district, state, and industry discussions for the advancement of the Aviation and Seaport modes. Manages specialized Aviation and Seaport projects such as master plans, the Aviation planning program, and innovative technology projects at airports. Develops tasks for Aviation, Seaport and Intermodal consultant services and reviews consultant work products providing feedback as necessary. Assists the District Freight Coordinator in developing and implementing strategies to improve freight mobility, freight infrastructure, and related operations throughout the District. Assist Central Office with Comprehensive Annual Financial Reports (CAFR) to reconcile the CAFR against the Department financial records, to ascertain Agency compliance with the provisions set forth in the Joint Participation Agreement (JPA). Wendy Sands Aviation/Intermodal Conducts quarterly agency coordination meetings and formulates, processes, and 863-519-2520 Agency Liaison monitors Joint Participation Agreements (JPA's) as defined by Florida Department of Transportation (FDOT) procedures. Assists with formulating, developing, and monitoring Aviation/Intermodal five-year work program by determining local needs and priorities, including reviewing grant applications. Provides technical assistance, advises modal agencies on project funding eligibility, and assists them with project prioritization, developing strategies for project financing, phasing, and value engineering. Participates in district, state, and industry discussions for the advancement of the Aviation and Intermodal modes. Manages specialized Aviation projects such as master plans, the Aviation planning program, and innovative technology projects at airports. Develops tasks for Aviation and Intermodal consultant services and reviews consultant work products providing feedback as necessary. Assist Central Office with Comprehensive Annual Financial Reports (CAFR) to reconcile the CAFR against the Department financial records, to ascertain Agency compliance with the provisions set forth in the Joint Participation Agreement (JPA).

FLP ORGANIZATION & ACTIVITIES GUIDE 69 DISTRICT 1

District 1 Office of Modal Development Staff Responsibilities Lisa Revell-Petro GEC Rail Project Coordinates the Departments Production project plans, construction schedule and 863-519-2730 Manager property transactions. Coordinates with Constructions Offices and railroads to acquire insurance, engineering reviews, flagging, highway grade crossings, grade separations, drainage, wirelines, synchronization of traffic signals. Develops and executes Railroad agreements, Joint Participation Agreements, Supplemental, Contract Extensions and Change Orders for all projects. Participates in field survey’s, diagnostic reviews, determination of projects, and moving projects thru the TIP/STIP process and Environmental Determinations. Participates in production meetings, conferences, inter- agency meetings, project reviews, pre-construction meeting, task groups. Prepares and maintains accurate reports, data and records of all railroad crossing for conformance with various federal and state guidelines. Debi Stevens Transit Projects Responsible for fulfilling Department’s management responsibilities to deliver the Five- 239-225-1972 Coordinator Year Work Program, assisting local customers to implement transit projects in urban and/or rural areas, and representing the Department on Local Coordinating Boards for the Transportation Disadvantaged in compliance with the Florida Administrative Code, as assigned. Responsible for coordination of one or more budgeted/pass-through Federal Transit Administration (FTA) grant program(s) as assigned. Participates in the development of, supports, and monitors the transit elements of the Department's Five- Year Adopted Work Program, including establishing transit projects in the Work Program. Achieves Production requirements. Participates in, reviews, and comments on transportation studies and activities. Coordinates transit programs and/or project- related compliance requirements. Prepares Agreements and processes invoices. Provides guidance, technical assistance, and support to internal and external customers. Jared DeLong Transit Projects Responsible for fulfilling Department’s management responsibilities to deliver the Five- 863-519-2390 Coordinator Year Work Program, assisting local customers to implement transit projects in urban and/or rural areas, and representing the Department on Local Coordinating Boards for the Transportation Disadvantaged in compliance with the Florida Administrative Code, as assigned. Responsible for coordination of one or more budgeted/pass-through Federal Transit Administration (FTA) grant program(s) as assigned. Participates in the development of, supports, and monitors the transit elements of the Department's Five- Year Adopted Work Program, including establishing transit projects in the Work Program. Achieves Production requirements. Participates in, reviews, and comments on transportation studies and activities. Coordinates transit programs and/or project- related compliance requirements. Prepares Agreements and processes invoices. Provides guidance, technical assistance, and support to internal and external customers. Pamela Barr Passenger Responsible for fulfilling Department’s management responsibilities to deliver the Five- 239-225-1982 Operations Specialist Year Work Program, assisting local customers to implement transit projects in urban and/or rural areas, and representing the Department on Local Coordinating Boards for the Transportation Disadvantaged in compliance with the Florida Administrative Code, as assigned. Responsible for coordination of one or more budgeted/pass-through Federal Transit Administration (FTA) grant program(s) as assigned. Participates in the development of, supports, and monitors the transit elements of the Department's Five- Year Adopted Work Program, including establishing transit projects in the Work Program. Achieves Production requirements. Participates in, reviews, and comments on transportation studies and activities. Coordinates transit programs and/or project- related compliance requirements. Prepares Agreements and processes invoices. Provides guidance, technical assistance, and support to internal and external customers.

FLP ORGANIZATION & ACTIVITIES GUIDE 70 DISTRICT 1

Key Freight Infrastructure Serving District 1 SIS Highways I-4, I-75, I-275, Florida’s Turnpike, University Parkway, US 17, US 27, US 441, SR 29, SR 60, SR 64, SR 70, SR 80, SR 82, SR 570, SR 710, Jones Loop Road SIS Connector, SIS Freight Terminal – CSX ILC & Logistic Parkway – SIS Connector Non-SIS Highways US 41, US 92, SR 17, SR 31, SR 37, SR 62, SR 64, SR 66, SR 72, SR 78, SR 636, SR 684, SR 776, SR 789, SR 951, US 98, US 301, SR33, SR43, SR84, SR539, SR540, SR542, SR546, SR555, SR559, SR655, SR659, SR683, SR700, SR739, SR884, SR865, SR867, SR563, SR572, SR758, SR780, SR681, SR776, US19 SIS Railroads CSX, Seminole Gulf Railway, South Central Florida Express Non-SIS Railroads Florida Midland Railroad, Evansville Western Railway SIS Airports SW Florida International, Sarasota-Bradenton International, Punta Gorda Energy SIS Hub Commercial Airports SW Florida International, Sarasota-Bradenton International, Punta Gorda Airport, Naples Municipal Airport General Aviation Airports Immokalee Regional Airport, Everglades Airpark, Airglades Airport, Wauchula Municipal Airport, LaBelle Municipal Airport, Sebring Regional Airport, Avon Park Executive Airport, Page Field, Okeechobee Airport, Lakeland Linder Regional Airport, Winter Haven Gilbert Field Airport, Bartow Municipal Airport, Lake Wales Municipal Airport, Venice Municipal Airport, Buchan Airport, Arcadia Municipal Airport, Marco Island Executive Airport Private Airports District One has 121 private airports/helipads/seaplane bases Seaports Port Manatee Transit Agencies Polk Transit (Citrus Connection and Polk County Transit Services/Winter Haven Area Transit), Clewiston-Belle Glade, Collier Area, DeSoto County Area, Lee County Transit, Manatee County Area Transit, Sarasota County Area Transit, Charlotte County

County Freight And Logistics Overviews Charlotte County Hardee County Manatee County Collier County Hendry County Okeechobee County Desoto County Highlands County Polk County Glades County Lee County Sarasota County

FLP ORGANIZATION & ACTIVITIES GUIDE 71 DISTRICT 2

DISTRICT 2

1109 South Marion Avenue Lake City, Florida 32025-5874

Secretary Greg Evans [email protected] Telephone: (386) 961-7800

District two, in Northeastern Florida, is home to more than 1.9 million residents. Its 18 counties cover nearly 12,000 square miles. Travelers on the state highway system log more than 43.2 million miles daily. One large urban and two small urban transit agencies, assisted by the FDOT, operate in the district. The area is served by two deep-water ports, three major rail lines, three commercial airports, thirteen general aviation airports and one spaceport.

FLP ORGANIZATION & ACTIVITIES GUIDE 72 DISTRICT 2

DISTRICT 2 STAFF

Robert Parks Director of Transportation Development

James M. Knight P.E. Urban Planning and Modal Administrator

Rebecca Brooks Administrative Assistant

Doreen Joyner-Howard District Modal Development Manager

Theodis Perry Justin Ryan Janell Damato Sandra Collins Barbara Cloud Kelli Phillips Urban Transit District Freight Rural/Urban Transit Program Aviation District Rail Coordinator Coordinator Transportation Coordinator Administrator Coordinator Coordinator

Kyle Coffman Donna Whitney District Rail Aviation Specialist Specialist

FLP ORGANIZATION & ACTIVITIES GUIDE 73 DISTRICT 2

District 2 Office of Modal Development Staff Responsibilities Robert Parks Director of District Director of Transportation Systems Development. Directs and oversees the 386-961-7850 Transportation departments for Intermodal Systems Development, Design, Right of Way and Program Development Management. Develops and manages the budgets for all these departments. Develops and manages the 5-year work program. Supervises professionals in engineering, environmental, planning, real estate, surveying and mapping for transportation planning and pre- construction activities. Provides the effective and efficient accomplishment of all planning and preconstruction activities for transportation projects in order to provide reasonable uniform construction letting levels in accordance with projected funding availability. Provides regular overview and supervision in the functional areas of these departments. Interprets central office policies and directives and formulates operational procedure for implementation. Manages available personnel and resources to optimize department objectives within the geographical area of Florida served by the Second District Office. James M. Knight Urban Planning Directs the review of Development of Regional Impacts. 904-360-5646 and Modal Directs and coordinates the review of transportation elements in local government Administrator comprehensive plans. Directs the operation and maintenance of the FSUTMS model programs. Directs the operation of Modal Development in District Two. Develops/maintains priority list of all capacity improvement for roadway segments in urban areas of District Two. Ensures coordination occurs between urban and rural areas of transportation development and planning. Develops and manages the budgets for Urban Transportation Development and Modal Development Cost Centers. Rebecca Brooks Administrative Coordinate daily administrative activities of the Urban Transportation Development Office. 904-360-5677 Assistant Serves as the Jacksonville Urban Office Training Coordinator. Performs duties of personnel representative by maintaining onsite filing system of personnel records. Performs duties of Training Coordinator for department cost centers. Performs fiscal functions such as processing and maintaining budget for cost center. Maintains up to date records on FDOT policies, procedures, regulations, statutes, and rules. Doreen Joyner- Modal Manages the Freight Logistics and Passenger Operations Section. Administers quality review Howard Development on all modal contracts prior to execution. Develops and implements processes for 904-360-5650 Manager establishing and prioritizing capital and operating funding needs for the District's local transportation agencies. Manages the District's Bus Transit System Safety and Security Reviews for publicly funded transit providers and insures F.A.C. 14-90 compliance. Manages the programming of all the District's modal projects for inclusion into the District's 5 Year Work Program. Technical Advisor or Task Team Member or special modal initiatives assigned by Production Director or District Secretary. Janell Damato Rural/Urban Functions as the advisor for rural and small urban public transportation programs within the 904-360-5687 Transit District. Develops and executes grant agreements (Joint Participation Agreements), Coordinator contracts and contract extensions. Conducts compliance reviews for rural and urban transit systems receiving funds from Section 5310, 5311, and 5339. Provides oversight on safety and security plans prepared by rural and urban transit agencies. Reviews and provides written comment on proposed changes to FDOT policies and procedures related to rural public transportation.

FLP ORGANIZATION & ACTIVITIES GUIDE 74 DISTRICT 2

District 2 Office of Modal Development Staff Responsibilities Sandra Collins Transit Program Serves as the District's Coordinator, liaison, and technical advisor to local, city, and county 386-961-7870 Coordinator governments for rural public transportation programs primarily for western portion of District 2. Develops and executes grant agreements (Joint Participation Agreements), contracts, and contract extensions. Assists the District's senior rural transit coordinator in the preparation of state lease vehicle fleet agreements and makes recommendations to Modal Development Manager. Assists in substance abuse compliance reviews for rural transit systems receiving funds from Section 5310, 5311, 5316, and 5317. Assists in providing oversight on safety and security plans prepared by rural transit agencies. Reviews and provides written comment on proposed changes to FDOT policies and procedures related to rural public transportation. Theodis L. (thee) Urban Transit Serves as the liaison for large urban public transportation programs within the District. Perry, Jr. Coordinator Develops and executes grant agreements (Joint Participation Agreements), contracts, and 904-360-5414 contract extensions. Conducts compliance reviews for rural and urban transit systems receiving funds from Section 5310, 5311, and 5339. Provides oversight on safety and security plans prepared by rural and urban transit agencies. Reviews and provides written comment on proposed changes to FDOT policies and procedures related to rural and urban public transportation. Project manager for FDOT ferry projects in District Two. Barbara Cloud Aviation Serves as liaison and technical advisor to designated airports within the District. Develops 904-360-5660 Coordinator and executes grant agreements (Joint Participation Agreements), contracts, and contract extensions. Conducts safety compliance inspections of airports in accordance with Chapter 330.30 Florida Statutes and Rule Chapter 14-60. Established workload, set priorities and provides supervision for subordinate position. Responsible for coordination of District aviation plans and programs with local and regional planning agencies, local governments, transportation authorities for designated airports within the District. Donna Whitney Aviation Specialist Provides technical assistance to designated airports within the District. Prepares a list of 386-961-7377 aviation projects within the District for inclusion into the Department's Work Program. Develops and executes grant agreements (Joint Participation Agreements), contracts, and contract extensions. Performs safety compliance inspections of airports in accordance with Chapter 330.30 Florida Statutes and Rule Chapter 14-60. Coordinates the District's aviation plans and programs with local and regional planning agencies, local governments, transportation authorities for designated airports within the District. Kelli Phillips Rail Administrator Manages all District activities related to the operations, planning, and implementation of the 386-961-7868 Rail Program. Supervises and coordinates all departmental railroad construction plans, schedules, and property transactions affecting railroad crossings. Develops and executes grant agreements (Joint Participation Agreements), contracts, and contract extensions. Participates in conferences, organizing inter-agency meetings, project reviews, and pre- construction meetings. Prepares and maintains accurate reports, data and records of all railroad crossings for conformance with federal and state guidelines. Kyle Coffman Rail Program Coordinates the Department's project plans, construction schedules, and property 904-360-5686 Specialist transactions affecting rail crossings. Develops and executes grant agreements (Joint Participation Agreements), contracts, and contract extensions. Prepares and maintains accurate reports, data and records of all railroad crossings for conformance with federal and state guidelines. Provides sketches for railroad signal installations. Participates in conferences, organizing inter-agency meetings, project reviews, and pre-construction meetings. Provides input of candidate projects and descriptions for inclusion into the Department's Work Program. Participates in field surveys relating to the Department's annual diagnostic review.

FLP ORGANIZATION & ACTIVITIES GUIDE 75 DISTRICT 2

District 2 Office of Modal Development Staff Responsibilities Justin Ryan Freight and Serves as the primary contact for the respective district in coordinating on matters of freight 904-360-5693 Seaport and seaports and act as a resource for freight and seaport issues with other governmental Coordinator organizations and the private sector. Assists in facilitating public-private, state-local and state-federal freight transportation investment decisions. Communicates, informs and seeks input from freight customers/partners (shippers, carriers, and other related state and federal government agencies) using methods such as targeted e-mail lists, surveys, interviews, focus groups and forums. Assists in collaborating on a statewide multimodal freight mobility program, including— highways, air, marine, spaceports and rail, and involving multiple public agencies and private businesses, to ensure these programs are in alignment with strategic objectives and work program. Assists in collaborating with the Aviation, Rail, Seaport, Spaceport and SIS (Strategic Intermodal Systems) coordinators/managers. Develops and implements efforts to improve freight mobility, freight infrastructure, and related operations throughout the District as part of one integrated, multimodal system regardless of funding or ownership (i.e., public, private, or mixed public-private) within the state. Establishes relationships, serves as an active resource, and advocate for freight issues in coordination with other governmental organizations and the private sector.

Key Freight Infrastructure Serving District 2 SIS Highways 1-10, I-75, I-95, I-295, US 1, US 17, US 19, US 27, US 301, SR 26, SR 20, SR 100, SR 207, First Coast Outer Beltway SIS Railroads CSX, FEC, Florida Northern, Norfolk Southern, First Coast Railroad SIS Airports Gainesville Regional Airport, Jacksonville International Airport, North Florida Regional Airport Seaports Jacksonville Port Authority, Port of Jacksonville, Port of Fernandina General Aviation Airports Cecil Airport, Cross City Airport, Fernandina Beach Municipal Airport, George T. Lewis Airport, Herlong Recreational Airport, Hilliard Airpark, Jacksonville Executive at Craig Airport, Keystone Airpark, Lake City Gateway Airport, Palatka Municipal-Lt. Kay Larkin Field, Perry-Foley Airport, Suwannee County Airport, Williston Municipal Airport Non-SIS Highways US 1, US 17, US 27, US 41, US 90, US 98, US 129, US 221, US 441, SR A1A, SR 6, SR 10, SR 14, SR 16, SR 18, SR 19, SR 21, SR 24, SR 25, SR 26, SR 47, SR 49, SR 51, SR 53, SR 115, SR 121, SR 136, SR 143, SR 145, SR 202, SR 224, SR 228, SR 230, SR 231, SR 238, SR 247, SR 320, SR 345, SR 349 Transit Agencies Jacksonville Transportation Authority (JTA), Gainesville Regional Transit System (RTS), Putnam County Ride Solution, Transit, St. Johns County (Sunshine Bus Company) ,Baker County COA, Big Bend Transit, Clay County COA, Levy County Transit, Nassau County COA, Suwannee River Economic Council, Suwannee Valley Transit Authority

FLP ORGANIZATION & ACTIVITIES GUIDE 76 DISTRICT 2

County Freight And Logistics Overviews Alachua County Duval County Nassau County Baker County Gilchrist County Putnam County Bradford County Hamilton County Taylor County Clay County Lafayette County St. Johns County Columbia County Levy County Suwannee County Dixie County Madison County Union County

FLP ORGANIZATION & ACTIVITIES GUIDE 77 DISTRICT 3

DISTRICT 3

Highway 90 East Chipley, Florida 32428-0607

Secretary Tommy Barfield [email protected] Telephone: (850) 330-1200

District 3 represents Florida's Panhandle. Its 1,402,000 residents are spread over 16 counties and 11,500 square miles. Each day motorists travel more than 26.1 million miles on state roads. Four rail lines and three deep-water ports help move products into and out of the district. There are 80 airports to accommodate airborne travel. FDOT provides funding to assist the two major transit authorities aiding those who rely on public transportation.

FLP ORGANIZATION & ACTIVITIES GUIDE 78 DISTRICT 3

DISTRICT 3 STAFF

Jared Perdue Director of Transportaion Development

Timothy Smith Holly Munroe CO/D3/Turnpike Freight ISD Administrator Coordinator

Scott Walters ISD Manager

Kathy Rudd Ed Chadwell Quinton Williams Passenger Operations Rail Administration Passenger Operations Specialist III Specialist III Supervisor II

Vacant Modal Development

Vanessa Strickland Passenger Operations Specialist III

FLP ORGANIZATION & ACTIVITIES GUIDE 79 DISTRICT 3

District 3 Office of Modal Development Staff Responsibilities Jared Perdue Director of Serves on the District Three Management Team and participates in working to accomplish 850-330-1214 Transportation the Agency’s mission, goals and objectives. Oversees the long-range transportation plan, Development local government liaison, Development of Regional Impact (FRI) review, data base management, urban transportation coordination, and prioritization. Directs the development of the modal programs for aviation, rail, transit, highways, bicycles and pedestrians. Administers state and federal grants programs for all public transportation modes. Oversees the development of major transportation projects including alternate routes, location, environmental impacts and preliminary engineering studies and public hearings. Maintains close coordination with the District Director of Operations and the District Secretary to ensure compatibility and consistency of management responsibilities. Scott Walters ISD Modal Oversees the preparation and management of budget. Reviews proposed policies and 850-330-1553 Manager procedures concerning the transportation programs for the District Secretary. Implements programs and policies of Modal Development. Manages and supervises staff in the development of multi-modal and intermodal programs for aviation, highways, transit, rail, bicycles, and pedestrian in accordance with the state Transportation Plan and in cooperation with local governments, and consistent with Metropolitan Planning Organizations Transportation Improvement. Manages and supervises staff in the development and administration of the Seaports Program of the three deep-water ports in District Three. Serves as the Department’s liaison and manages FDOT participation in the Northwest Florida Transportation Authorities for District Three. Supervises staff in airport master planning, aviation grant administration, airport licensing and safety inspections and facility inventories. Manages the implementation of rail grade crossing inventory, rail signal analysis, rail line abandonments, and rail safety inspections and rail crossing improvement projects. Coordinates the Damage Assessment Teams during natural disasters. Manages and supervises staff in the acquisition of Strategic Intermodal System and Transportation Regional Incentive Program funds in the District. Quinton Williams Passenger Supervises the aviation activities for District Three. Carries out the aviation element of the 850-330-1545 Operations annual production plan for Region I within the allotted time frames. Supervises staff Supervisor II responsible for reviewing the products of JPA contracts, both for the determining process of work and to ensure quality of work, as may be required by State rules and/or policy, or by Federal Regulations. Reviews and approves invoices from JPA's to ensure compliance with the contract, and maintains supporting backup documents. Assists local agencies and private non-profit organizations in matters related to grants, applications, invoices and audits. Prepares and processes JPA's for projects where participation is planned by FDOT, encumbers funds associated with projects and maintains financially balanced programs. Vacant Passenger Coordinates the aviation activities/programs for Region II of the District. Carries out the Operations aviation element of the annual production plan for Region II within the allotted time frames. Specialist IV Reviews the products of such contracts, both for the determining process of work and to ensure quality of work, as may be required by State rules and/or policy, or by Federal Regulations. Reviews and approvals of invoices from such JPAs as to ensure compliance with the contract that they are justified by backup documents, and to ensure that they are accurate. Reviews plans and specifications, grant documents, agreements and cost estimates for transit project financed by FDOT. Assists local agencies and private non-profit organizations in matters related to grants, application, invoices and audits. Reviews agency audits and process projects for closure. Prepares and processes through execution JPA for projects where participation is planned by FDOT, encumbering funds associated with projects and maintaining financially balanced programs. Checks participating agencies invoices and supporting documents for compliance with terms of the JPA and prepare the Contract Invoice Transmittal for processing and submittal to Financial Services for payment.

FLP ORGANIZATION & ACTIVITIES GUIDE 80 DISTRICT 3

District 3 Office of Modal Development Staff Responsibilities Vanessa Strickland Passenger Reviews plans and specifications, grant documents, agreements, and cost estimates for 850-330-1534 Operations transit projects financed by FDOT. Assists local agencies and private non-profit organizations Specialist III in matters related to grants, applications, invoicing and auditing. Prepares and processes through execution, Joint Participation Agreements (JPA) for projects where participation is planned by FDOT. Encumbers funds associated with projects and maintaining financially balanced programs. Processes participating agencies' invoices and supporting documents for compliance with terms of the JPA and prepares the Contract Invoice Transmittal (CIT) for processing and submittal to Financial Services for payment. Coordinates with Transportation Planning Organizations (TPO) and agencies entering projects into the Work Program, monitor the Work Program, Transportation Improvement Plan (TIP), and commitment authority (Schedule B), to assure continued consistence. Responsible for the Transit Capital Improvement Program (TranCIP) Statewide database for the District. Manages the database to include entry and revisions to track the Transit Work Program, i.e., JPA contracts, invoices, inspections, etc., and keep managers updated as to the status. Serves as project advisor for FDOT where State participation and Transit Urban Capital projects are anticipated. Coordinates District activities related to the operational planning and implementation of the surface portion of the Public Transportation Office (PTO) Work Program in cooperation with Public Transportation consultants, appropriate elements within FDOT and other State, County, City, and other agencies. Serves as a liaison between and technical advisor to, local agencies in transit matters. Acts as coordinator for the Transportation Disadvantaged Program for each county representing the Department as mandated by Statute. Reviews transit agencies' audits and process projects for closure. Ed Chadwell Rail Reads and Interprets roadway plans for railroad involvement. Works with the railroads to 850-330-1551 Administration determine the proper safety and crossing installation materials and method of construction. Specialist III Programs funds in order to have these crossings constructed. Serves as project manager for railroad work, which includes site selection, project programming, design, and production of project. Conducts an engineering type on-site review of the project with the railroad and local agencies involved. Advisor and coordinator for construction and maintenance engineers on project issues with railroad involvement. Recommends what changes are needed to eliminate those conflicts. Coordinates the inspection of all reimbursable work, review billings to determine they are in agreement with the approved plans, and process the invoices. Responsible for developing and maintaining liaison between the department, railroads, and governmental agencies. Provides local technical support and coordination at the District level in the area of Surface and Seaports related public transportation. Serves as project advisor for the Department for seaports and rail projects with state funds. Serves as the department's railroad project manager for minor design consultant contracts. Monitors Seaports projects through the audit and processing project closure. Acts as liaison for permit applications for the opening/closing of a public crossing.

FLP ORGANIZATION & ACTIVITIES GUIDE 81 DISTRICT 3

District 3 Office of Modal Development Staff Responsibilities Kathy Rudd Passenger Reviews plans and specifications, grant documents, agreements, and cost estimates for 850-330-1549 Operations transit projects. Assists local agencies and private non-profit organizations in matters related Specialist III to grants, applications, invoicing and auditing. Prepares and processes through execution, Joint Participation Agreements for projects. Processes participating agencies invoices and supporting documents for compliance with terms of the Joint Participation Agreement and prepares the Contract Invoice Transmittal for processing and submittal to Financial Services for payment. Coordinates with Transportation Planning Organizations and agencies entering projects into the Work Program. Serves as project advisor for FDOT where State participation and Transit Urban Capital projects are anticipated. Coordinates District Activities related to the operational planning and implementation of the surface portion of the Work Program in cooperation with Public Transportation consultants. Serves as a liaison between and technical advisor to, local agencies in transit matters. Coordinator for the Transportation Disadvantaged Program for each County representing the Department as mandated by Statute. Reviews transit agencies audits and process projects for closure. Ray Kirkland Freight Serves as the primary contact for the respective district in coordinating on matters of freight 850-330-1590 Coordinator and act as a resource for freight issues with other governmental organizations and the private sector. Assists in facilitating public-private, state-local and state-federal freight transportation investment decisions. Communicates, informs and seeks input from freight customers/partners (shippers, carriers, and other related state and federal government agencies) using methods such as targeted e-mail lists, surveys, interviews, focus groups and forums. Assists in collaborating on a statewide multimodal freight mobility program, including— highways, air, marine, spaceports and rail, and involving multiple public agencies and private businesses, to ensure these programs are in alignment with strategic objectives and work program. Assists in collaborating with the Aviation, Rail, Seaport, Spaceport and SIS (Strategic Intermodal Systems) coordinators/managers. Develops and implements efforts to improve freight mobility, freight infrastructure, and related operations throughout the District as part of one integrated, multimodal system regardless of funding or ownership (i.e., public, private, or mixed public-private) within the state. Establishes relationships and serve as an active resource and advocate for freight issues in coordination with other governmental organizations and the private sector.

FLP ORGANIZATION & ACTIVITIES GUIDE 82 DISTRICT 3

Key Freight Infrastructure Serving District 3 SIS Highways I-10, I-110, US 29, US 98, US 231, US 319, US 331, SR 77, SR 79, SR 85, SR 87, SR 123, SR 368, SR 390 SIS Railroads CSX, Bayline, Apalachicola Northern SIS Airports Northwest Florida Beaches International Airport, Tallahassee Regional Airport, Pensacola Gulf Coast Regional Airport, Northwest Florida Regional Airport Seaports Port of Panama City, Port of Pensacola, Port of Port St. Joe, Port of Jacksonville General Aviation Airports Calhoun County, Coastal Airport, Ferguson, Quincy Municipal, Carabelle-Thompson, St. George Island, Apalachicola Regional, Destin Airport ,TRI-County, Marianna Municipal, Perry Foley, Tallahassee Commercial, Bob Sikes, Destin, Ft. Walton Beach, Peter Prince, Wakulla County, DeFuniak Springs Non-SIS Highways US 27, US 90, US 98, US 319, SR 2, SR 12, SR 20, SR 22, SR 30, SR 61, SR 65, SR 69, SR 71, SR 73, SR 81, SR 83, SR 89, SR 97, SR 267, SR 272, SR 277, SR 292, SR 300, SR 363 Transit Agencies Bay County TPO-Bay Town Trolley, Escambia County Area Transit (ECAT), Okaloosa County Transit (The Wave), StarMetro

County Freight And Logistics Overviews Bay County Gadsden County Jefferson County Santa Rosa County Calhoun County Gulf County Leon County Walton County Escambia County Holmes County Liberty County Wakulla County Franklin County Jackson County Okaloosa County Washington

FLP ORGANIZATION & ACTIVITIES GUIDE 83 DISTRICT 4

DISTRICT 4

3400 West Commercial Boulevard Fort Lauderdale, Florida

Secretary Gerry O’Reilly [email protected] 954-777-4411

Broward, Palm Beach, Martin, St. Lucie and Indian River counties make up District 4's 5,000 square miles. With 3,615,400 residents. Vehicles in District 4 travel more than 52.4 million miles daily. District 4 is served by 90 airports, three deep-water ports, and two railroads. FDOT provides assistance to Tri-Rail (a commuter rail service), to Gold Coast Commuter Services (a commuter assistance program) and to two major transit authorities (Broward County Transit and Palm Tran) with 319 passenger vehicles.

FLP ORGANIZATION & ACTIVITIES GUIDE 84 DISTRICT 4

DISTRICT 4 STAFF

Stacy Miller-Novello Director of Transportation Development

Amie Goddeau District Modal Development Administrator

Arlene Davis Larry Merritt Freight & Logistics Passenger Operations Manager Manager

Jeremy Upchurch Laurie McDermott Scott Seeburger Alexander Barr District Freight District Aviation Special Projects Complete Streets Coordinator Coordinator Coordinator Coordinator

Lauren Rand Kendrick Jackson Lisa Maack Jayne Piertrowski District Seaport OMD Production Multi-Modal Senior Transit Coordinator Coordinator Coordinator Coordinator

Marie Dorismond Wibet Hay Transit Coordinator Transit Coordinator

Newton Wilson Transportation Demand Coordinator

Birgit Olkuch Sandra Burton Rail Administration Administrative Manager Assistant

Maurice Borrows Gregor Senger District Rail Assistant Project Coordinator Manager

Khalilah Ffrench Marjorie Hilaire Rail Project Engineer Rail Project Engineer

Leilamar Mousseau Rail Engineering Specialist

FLP ORGANIZATION & ACTIVITIES GUIDE 85 DISTRICT 4

District 4 Office of Modal Development Staff Responsibilities Stacy Miller- Director of Directs the organization and management of Planning and Environmental Management, Modal Novello Transportation Development, Program Management, District Design, Right of Way, and the Rail Office 954-777-4429 Development responsible for all activities related to the South Florida Rail Corridor.

Amie Goddeau District Modal Directs and manages staff. Initiates and implements necessary personnel actions and Business 954-777-4492 Development Plan development, administration and reporting. Directs and manages the Public Transit Administrator programs, projects and staff. Oversees the management of the South Florida Rail Corridor. Directs and manages the Freight & Logistics programs, projects and staff. Directs and manages the Aviation programs, projects and staff, pursuant to Florida Statute, Florida Administrative Code (FAC) and other appropriate Departmental procedures. Manages the Modal Work Program. Sandra Burton Administrative Prepares, maintains, and assists with various administrative reports, spreadsheets and 954-777-4649 Assistant correspondence. Monitors, tracks and reconciles purchases. Tracks and maintains FDOTrackers. Personnel actions including Recruitments, Classification, Vacancies, Pay Actions. Executes centralized invoicing system including logging, processing, distribution and tracking. Oversees activities of office support position. Travel request arrangements and reimbursements. Prepares other purchasing documentation and monitors status of orders. Monitors operating budget, Identifies budget deficiencies and recommends corrective action. Maintains and improves office Business Plan; Training Coordinator. Arlene Davis Freight & Oversees management of District’s Seaport and Aviation program activities. This includes 954-777-4670 Logistics development of Seaport and Aviation Work Program and annual updates in coordination with Manager Federal Aviation Administration (FAA), Central Office Aviation and Seaports Offices, airports, and seaports. Oversees planning, development, and analysis of freight and goods movement and Intermodal projects and programs. Oversees management of office production; management of Districtwide Consultant Funds; and manages Unit’s Business Plan Development. Jeremy Upchurch District Freight Primary contact for District Freight Initiatives and Planning, including Freight and Goods Team 954-777-4279 Coordinator Leader. Coordinate with local, regional and national stakeholders from private and public sectors to ensure united front in development of district-wide multimodal transportation improvements. Develops and implements efforts to improve freight mobility, and freight infrastructure as part of statewide-integrated multimodal system. Assist in collaboration and development of statewide multimodal freight mobility programs. Laurie McDermott District Aviation Administers the Aviation Grant Program for District 4. This includes review and programming of 954-777-4497 Coordinator airport planning and capital improvement projects in accordance with Department and airport funding priorities. Prepare, execute and manage all Aviation Joint Participation Agreements (JPA’s) and oversees projects in accordance with Department procedures and grant compliance requirements. Serve as liaison between local agencies and the Department to provide guidance and technical support for projects near airport that may have an impact on the aviation operations. Lauren Rand District Seaport Administers the District’s Seaport Program for the three Seaports in District 4. Serve as liaison 954-777-4499 Coordinator between local agencies and the Department to provide guidance and technical support for seaports. Manages the District Intermodal Discretionary Program; and supports the District Strategic Intermodal Systems Coordinator with project needs and priorities for Seaport and Intermodal Programs. Serves as the District’s Scenic Highway Program Coordinator.

FLP ORGANIZATION & ACTIVITIES GUIDE 86 DISTRICT 4

District 4 Office of Modal Development Staff Responsibilities Kendrick Jackson OMD Production Production Coordinator for the Office of Modal Development (OMD). Coordinates 954-777-4455 Coordinator across OMD’s Units and works with multiple project managers and supervisors to: track and monitor production throughout the year, and prepare monthly production status reports by program for District management. Develops and implements OMD’s Work Plan. Monitors office-wide roll- forward and certified forward. Monitors Consultant Funds. Coordinates Office compliance with Joint Participation Agreements (JPAs). Larry Merritt Passenger Supervises staff in the passenger operations section, including grant and planning programs 954-777-4683 Operations ($32+ million/year), grant compliance, planning programs and studies, technical assistance, and Manager management system. Assists Rail Administration Manager with grant and rail corridor issues. Assists Modal Administrator in the co-management of the Tri-Rail Coastal Link study project. Scott Seeburger Special Projects Manages large-scale transportation planning and development projects that are multimodal, 954-777-4632 Coordinator multi-jurisdictional and high profile. Project modal areas include roadway, transit, freight, airport, intermodal port and other modes. Coordinates partner and stakeholder involvement, funding, budget management. Manages consultant procurements and involvement in projects. Provides technical assistance to staff and partners. Provides data and modeling support for Department and local partner’s planning and development projects. Participates in local technical advisory committee and project steering committees as needed. Alexander Barr Complete Streets Manage short and long-term bicycle/pedestrian issues to address and improve the 954-777-4318 Coordinator transportation system. Identify opportunities, develop and recommend updates and changes to plans and projects to improve transportation planning efforts. Coordinates complete streets efforts with District Offices and local governments. Assist in the implementation of bicycle and pedestrian projects by assisting project managers/engineers to develop projects from concept to final design. Develop, update and promote the District’s bicycle/pedestrian program. Prepare and update bicycle and pedestrian plans. Make recommendations and provide assistance to staff and local governments and group regarding safe and efficient bicycle/pedestrian transportation. Plan and coordinate special bicycle/pedestrian safety events. Provide support to local, state and national groups holding bicycle related special events. Represent the District on MPO and local governmental bicycle/ pedestrian advisory committees. Lisa Maack Multi-Modal Manages multimodal projects and planning efforts for modal areas include roadway, transit, 954-717-2253 Coordinator freight, airport, intermodal port and other modes. Coordinates partner and stakeholder involvement, funding, budget management. Coordinates the Multimodal Scoping Data Form process to assist in implementing multimodal projects and assisting project managers/engineers to develop projects from concept to final design. Managers the Districts trail program including funding and planning of projects. Provides technical assistance to our regional and local partners. Assists in complete streets efforts. Jayne Pietrowski Senior Transit Manage federal and state grant and transit planning programs. Lead public transit triennial 954-777-4661 Coordinator compliance efforts including system safety/security, procurement, maintenance & asset management, Title VI, and drug & alcohol. Coordinates all FTA non-budget grant programs including Sections 5307, 5309, 5337, 5339 to update work program status and FTA funding being transferred by MPOs or the Department from STP or other FHWA funding programs. Manages consultant procurements and involvement in projects. Provides technical assistance and training to staff on federal and state grant programs, planning projects, and GIS needs. Co- administrator for TransCIP and represents the Office on the Statewide TransCIP User Group.

FLP ORGANIZATION & ACTIVITIES GUIDE 87 DISTRICT 4

District 4 Office of Modal Development Staff Responsibilities Marie Dorismond Transit Manages the Section 5310 capital and operating grant program to non-profit private and public 954-777-4605 Coordinator agencies serving seniors and individual with disabilities. Manages the regional and local implementation of the Mobility Management Facilitators using 5310 funding. Represents the District on county transportation disadvantaged local coordinating boards. Manages specialized transportation agencies triennial compliance efforts including system safety/security, procurement, maintenance & asset management, Title VI, and drug & alcohol. Wibet Hay Transit Manages state block grant and express bus funding, and federal 5311 operating programs. 954-777-4573 Coordinator Manages public transit triennial compliance efforts including system safety/security, procurement, maintenance & asset management, Title VI, and drug & alcohol. Co- administrator for TransCIP and represents the Office on the Statewide TransCIP User Group. Assists with the transferring of STP and other FHWA funding to the FTA and with the FTA non- budget grant funding (Sections 5307, 5309, 5337, 5339) in the work program. Newton Wilson Transportation Manages the South Florida commuter services program including transportation demand 954-777-4483 Demand management options (carpools, vanpools, school pools, Transportation Management Initiatives Coordinator and Associations) and District express bus services. Manages High Occupancy Vehicle support, reporting and enforcement efforts; and the park-and-ride grant program. Represents the District on SFRTA’s operations and marketing committees. Birgit Olkuch Rail Leads and supervises staff in the rail administration section, including grant and planning 954-777-4689 Administration programs, grant compliance, planning programs and studies, design, construction, and Manager technical assistance. Khalilah French Rail Project Manages the conceptual planning of corridor improvement projects and provides design and 954-777-7998 Manager production assistance for preliminary engineering and preconstruction activities for rail and transit projects which include the preparation of engineering plans, corridor studies, environmental reports, and preconstruction activities. Oversees consultants to assist with these efforts. Marjorie Hilaire Rail Project Manages rail design and construction projects and provides design and construction assistance 954-777-4662 Engineer for capital rail and transit infrastructure and transit signal priority projects. Oversees consultants to ensure that preliminary engineering and environmental documentation is prepared in accordance with AASHTO and NEPA requirements. Maurice Borrows District Rail Manages work schedules for design and construction of rail related projects and coordinates 954-777-4379 Coordinator the district rail program for new construction, reconstruction, resurfacing projects, and any projects with railroad impacts. On-track rail safety trainer who trains and certifies all district railroad coordinators in the state and provides training to district staff, contractors and consultants. Manages railroad agreements and monitors the monthly production for rail related projects. Leilamar Rail Engineering Florida Rail Corridor. Manages the Signal Safety Program with Central office including the Mousseau Specialist coordination of the diagnostic review team, documentation of projects, and implementation of 954-777-4401 projects through agreement, work orders and change orders. Leads the public information efforts for advising public agencies and the general public of upcoming rail projects with traffic impacts. Monitors and collects revenues generated by track usage. Gregor Senger Assistant Project Oversees project development and preliminary engineering studies prepared by consultants to 954-777-4141 Manager determine compliance with Department and federal requirements. Serves as the Department liaison responsible for acquiring and producing the necessary information needed to develop environmentally acceptable engineering and economically feasible project design alternatives. Oversees consultant contracts to assist with various rail and transit efforts.

FLP ORGANIZATION & ACTIVITIES GUIDE 88 DISTRICT 4

Key Freight Infrastructure Serving District 4 SIS Highways I-75, I-95, I-595, Florida’s Turnpike, US 27, US 441, SR 60, SR 70, R 80, SR 710, SR 821, SR 869 SIS Railroads FEC, CSX, FDOT/Tri-Rail, South Central Florida Express SIS Airports Fort Lauderdale-Hollywood International Airport, Palm Beach International Airport Seaports Port Everglades, Port of Palm Beach, Port of Ft. Pierce General Aviation Airports Fort Lauderdale Executive, North Perry, Pompano Beach, Downtown Fort Lauderdale Heliport, North Palm Beach County, Belle Glade State Municipal, Palm Beach County Glades, Palm Beach County Park, Boca Raton, Indiantown, Witham Field, St. Lucie County, Vero Beach, New Hibiscus Air Park, Sebastian Municipal Non-SIS Highways US 1, US 441, SR A1A, SR 7, SR 76, SR 510, SR 607, SR 656, SR 713, SR 714, Transit Agencies Broward County Transit (BCT), Indian River (GoLine Transit), Martin County, Treasure Coast Connector, Palm Beach County Transportation Agency (Palm Tran), St. Lucie Council on Aging Inc., S. FL Regional Transportation Authority (Tri-Rail)

County Freight And Logistics Overviews Broward County Palm Beach County Indian River County St. Lucie County Martin County

FLP ORGANIZATION & ACTIVITIES GUIDE 89 DISTRICT 5

DISTRICT 5

719 South Woodland Boulevard DeLand, Florida 32720

Secretary Steve Martin [email protected] Telephone: (386) 943-5474

The fastest growing district in the state, District Five covers nine counties and nearly 9,000 square miles. Its 3,688,400 residents help log it’s 55.6 million vehicle miles traveled daily. District 5 is served by five transit authorities, five rail lines, one deep-water port, and more than 160 public/private airports.

FLP ORGANIZATION & ACTIVITIES GUIDE 90 DISTRICT 5

DISTRICT 5 STAFF

Richard B. Morrow, PE Director of Transportation Development

Annette K. Brennan, PE Alan E. Hyman, P.E. Modal Development Director of Transportation Administrator Operations

Brenda Young, PE Beth Morse James Wikstrom Dawn Weaver Passenger Administrative Freight and Logistics Rail Administrator Operations Assistant Manager Manager Jim Stroz District Traffic Operations Jason Klempin Engineer Libertad Acosta- Michael Ziarnek District Freight Anderson, P.E. Joe Bitar Coordinator Rail and Transit Project Bicycle Pedestrian Anthony Nosse Manager Coordinator Intermodal Professional Engineer III Supervisor Allison McCuddy Freight & Logistics Specialist IV Jim Ganey Diane Poitras District Rail Coordinator Transit Programs Christie Jarrell Administrator Freight & Logistics Specialist IV Jo Santiago Transit Project Coordinator

Carlos Colon Transit Project Coordinator

FLP ORGANIZATION & ACTIVITIES GUIDE 91 DISTRICT 5

District 5 Office of Modal Development Staff Responsibilities Richard B. Morrow, P.E. Director of Serves as principal assistant to the District Secretary in carrying out the responsibilities 386-943-5476 Transportation through management of all District 5 functions directly related to preconstruction Development activities of project production. Manages, monitors and coordinates all areas of Production Management, Design, Surveying & Mapping, Planning, Public Transportation, Project Development & Environment and Efficient Transportation Decision Making (EDTM), Right-of-Way, Eminent Domain and Work Program in District 5. Assists in development of Department's Five Year Work Program by providing input as to District transportation needs and identify production and planning manpower resources to accomplish programs against available funding. Attains construction letting objectives and cash flow objectives. Makes decisions with external agencies such as Federal Highway Administration, permitting agencies, utility companies, county and municipal governments, public officials, news media and the public. Annette K. Brennan, Modal Directs, manages, provides policy guidance, and supervises all Modal Development P.E. Development (MD) staff. It includes three areas. 386-943-5543 Administrator 1) Passengers and Operations unit, overseeing Transit intermodal, bicycle and Pedestrian coordination functions. 2) Freight and Logistics unit, overseeing Aviation, Seaport, Spaceport and Freight coordination functions. 3) Public Transportation and SunRail work programming administration. Brenda Young, P.E. Passengers Manages the District Passenger Operations Programs (Transit Intermodal, Rail, and 407-482-7884 Operations bicycle/pedestrian) coordination activities for the District. Oversees the management Manager and development of intermodal projects and programs as identified by the Department and its regional partners, addressing both short and long-term needs. Oversees modal technical support internally within Intermodal Systems Development, other department units, external agencies and stakeholders to facilitate multiagency and multidisciplinary partnership and coordination of regional multimodal initiatives. Responsible for exploring financing opportunities with stakeholders to address transportation needs. Dawn Weaver Rail Administration Responsible for the development and monitoring of the D5 Aviation, Transit 386-943-5410 Specialist IV and Intermodal programs. Provides technical assistance to the management of these programs and is the liaison between the District and Central Office on 321-257-7172 Work Program related . Responsible for the development and monitoring of the SunRail Work Program and budget including preparation and submittal of required state and federal financial reports as required monthly, quarterly and as requested. Administers the SunRail Engineering and Administration General Engineering Contract for the SunRail Operations team. This includes contract funds management, task work order assignments, processing invoices and providing feedback on consultant contract performance. Libertad Acosta- Rail and Transit Directs the strategic planning, development, and implementation of transit and rail Anderson, P.E. Intermodal grant programs, projects, and initiatives for the district. Provides technical assistance to 407-482-7861 Supervisor transportation agencies and local governments. Maintains and coordinates transit and rail planning activities with Metropolitan Planning Organizations, representatives of other state, federal, rail, local agencies, consultants, and the general public, and ensures consistency with local government comprehensive and long range transportation plans. Provides technical guidance and support for district, regional, and statewide projects and initiatives in the implementation of policies and engineering standards for transit and rail infrastructure.

FLP ORGANIZATION & ACTIVITIES GUIDE 92 DISTRICT 5

District 5 Office of Modal Development Staff Responsibilities Diane Poitras Transit Programs Supports Rail and Transit Intermodal Supervisor to direct and manage all Federal and 407-482-7860 Administrator State Transit Intermodal Activities, including formula allocations and discretionary solicitations. Performs and coordinates federal reporting in Transportation Electronic Award Management (TEAM) system for rail and transit projects. Develops and monitors transit improvements in Work Program in accordance with procedures and Work Program instructions, including descriptions, phasing, and estimated costs and funding shares for rail and transit facilities and services. Serves as program manager for district Commuter Assistance Program. Coordinates project development, implementation, and evaluation activities for public transportation agencies’ projects as assigned for Space Coast Area Transit and Brevard County agencies. Serves as Project and Program Manager for specific Districtwide public transportation Block Grant program. Oversees and administers Financial Management (FM), Florida Accounting Information Resource (FLAIR), Florida Accountability Contract Tracking System (FACTS), Consultant Invoice Transmittal System (CITS) transactions, and reviews invoices for compliance with procedures. Performs SunRail System Safety Oversight. Carlos Colon Transit Project Assists Supervisor with management of premium transit studies. Coordinates project 407-482-7856 Coordinator development, implementation, and evaluation activities for public transportation agencies’ projects as assigned for Votran Transit and Volusia, Flagler, and Marion county agencies. Serves as Project and Program Manager for specific Districtwide public transportation 5310 and Bus System Safety Grant program. Assists with JPA-Joint Participation Agreement development and invoice processing. Assists with management of Park and Ride program. Oversees and administers Financial Management (FM), Florida Accounting Information Resource (FLAIR), Florida Accountability Contract Tracking System (FACTS), Consultant Invoice Transmittal System (CITS) transactions, and reviews invoices for compliance with procedures. Jo Santiago Transit Project Assists Supervisor with management of premium transit studies. Coordinates project 407-482-7875 Coordinator development, implementation, and evaluation activities for public transportation agencies’ projects as assigned for LYNX and Lake County, and Sumter County Transit agencies, and other Orange, Seminole, Osceola, and Lake County agencies. Assists with JPA-Joint Participation Agreements development and invoice processing. Serves as Project and Program Manager for specific Districtwide public transportation 5311 and Service Development Programs. Assists with management of Park and Ride program. Oversees and administers Financial Management (FM), Florida Accounting Information Resource (FLAIR), Florida Accountability Contract Tracking System (FACTS), Consultant Invoice Transmittal System (CITS) transactions, and reviews invoices for compliance with procedures. Joe Bitar Project Manager Serves as Project Manager for Planning, Project Development and Environmental 407-482-7881 (PD&E), and Preliminary Engineering/Design projects assigned to Consultant firms that are intended to address premium transit needs and infrastructure. Performs highly advanced planning and engineering work coordinating technical studies and projects for Planning, Project Development, and Preliminary Engineering /Design prepared by Consultants to determine compliance with department and federal requirements. Manages and performs related multi-modal transit activities in support of ongoing transit and highway studies, including management and coordination regarding land use, station work, operational and geometric transit improvements, and related modeling and micro simulation, in coordination with internal FDOT disciplines at the district, Central Office, as well as external partner agencies.

FLP ORGANIZATION & ACTIVITIES GUIDE 93 DISTRICT 5

District 5 Office of Modal Development Staff Responsibilities Michael Ziarnek Bicycle Pedestrian Coordinate with partner agencies and other FDOT departments to identify and 386-943-5251 Coordinator prioritize bicycle and pedestrian needs districtwide. Perform engineering reviews and evaluations of project plans at various stages of development to ensure that bicycle/pedestrian facilities are effectively designed and integrated in accordance with State policy and standards and are consistent with applicable bicycle/pedestrian plans. Participate in the Bicycle/Pedestrian Advisory Committees of the Metropolitan Planning Organizations (MPOs) and Citizen Advisory Committees within the District. Pro-actively provide technical assistance and disseminate information relating to design and construction of bicycle/pedestrian facilities for FDOT personnel, consultants, local government and the general public. Identifies, promotes, and facilitates bicycle/pedestrian training for FDOT staff and partner agencies. James Wikstrom Freight & Manages District Freight and Logistics unit programs (Aviation, Seaport, Spaceport, and 407-482-7874 Logistics Manager Freight). Coordinates activities in aviation planning, aviation capital improvement, airport discretionary capacity, spaceport, and seaport development programs with local and regional planning agencies, local governments, transportation authorities, and the Department. Manages the Freight movement activities. Manages the development of Joint Participation Agreements for projects related to aviation planning, aviation capital improvement, airport discretionary capacity, spaceport, and seaport development programs in the Department’s Five Year Work Program. Provides policy input to Central Office, other Districts, and agency partners in aviation, seaport, and spaceport related programs and procedures. Provides technical support to aviation, seaport, and spaceport partners, local governments and transportation agencies. Performs project oversight inspections. Jason Klempin District Freight Serves as the primary contact for the respective district in coordinating on matters of 407-482-7882 Coordinator freight and act as a resource for freight issues with other governmental organizations and the private sector. Assists in facilitating public-private, state-local and state-federal freight transportation investment decisions. Communicates, informs and seeks input from freight customers/partners (shippers, carriers, and other related state and federal government agencies) using methods such as targeted e-mail lists, surveys, interviews, focus groups and forums. Assists in collaborating on a statewide multimodal freight mobility program, including— highways, air, marine, spaceports and rail, and involving multiple public agencies and private businesses, to ensure these programs are in alignment with strategic objectives and work program. Assists in collaborating with the Aviation, Rail, Seaport, Spaceport and SIS (Strategic Intermodal Systems) coordinators/managers. Develops and implements efforts to improve freight mobility, freight infrastructure, and related operations throughout the District as part of one integrated, multimodal system regardless of funding or ownership (i.e., public, private, or mixed public-private) within the state. Establishes relationships and serve as an active resource and advocate for freight issues in coordination with other governmental organizations and the private sector.

FLP ORGANIZATION & ACTIVITIES GUIDE 94 DISTRICT 5

District 5 Office of Modal Development Staff Responsibilities Allison McCuddy Aviation, Assists with the implementation of Aviation, Spaceport and Seaport programs to include 407-482-7862 Spaceport, and project document development, project oversight, project closeout, database updates Seaport Analyst and maintenance, and technical analysis. Monitors and maintains the Aviation, Spaceport and Seaport production schedule and produces documentation to meet this schedule. Reviews and approves invoice summaries from public agencies for reimbursement. Conducts on-site inspections of projects and ensures compliance with contract requirements. Coordinates Joint Automated Capital Improvement Program (JACIP) inputs and reports with Sponsors, and maintains JACIP to work program integrity. Provides technical support to sponsors at project meetings, pre-construction and post-construction meetings and technical advisory groups. Vacant Aviation Analyst Assists with the implementation of Aviation, Spaceport and Seaport programs 407-482-7880 to include bond oversight, project document development, project oversight, project closeout, database updates and maintenance, and technical analysis. Monitors and maintains the Aviation, Spaceport and Seaport production schedule and produces documentation to meet this schedule. Reviews and approves invoice summaries from public agencies for reimbursement. Conducts on-site inspections of projects and ensures compliance with contract requirements. Coordinates Joint Automated Capital Improvement Program (JACIP) and Seaport Management System (SeaCIP) inputs and reports with Sponsors, and maintains JACIP to work program integrity. Provides technical support to sponsors at project meetings, pre-construction and post- construction meetings and technical advisory groups. Beth Morse Administrative Coordinate and supervise daily administrative activities of the Modal 407-482-7855 Assistant Development Office. Responsible for personnel actions, and units mandatory and development training. Performs fiscal functions such as processing and maintaining budget for cost center. Maintains up to date records on FDOT policies, procedures, regulations, statutes, and rules.

Jim Stroz Jr.., P.E. District Traffic This position oversees the formulation and interpretation of all current policies, 386-943-5309 Operations procedures, rules and regulations pertaining to the District Five Traffic Engineer Operations Office. Managing the Traffic Operations staff for the purpose of accomplishing the Department’s goals and objectives, especially as it relates to providing a safe and effective highway system for the public. Develops and implements the Highway Safety Improvements, Railroad Grade Safety Improvements, Corridor Safety and Traffic Operations Work Programs including Access Management Reviews and the Intelligent Transportation System (ITS). Approves, signs and seals all regulations for traffic control devices on the State Highway System with District Five.

FLP ORGANIZATION & ACTIVITIES GUIDE 95 DISTRICT 5

District 5 Office of Modal Development Staff Responsibilities Anthony Nosse, P.E. Traffic Safety Directs and supervises staff in the District Traffic Operations Office, Traffic 386-943-5334 Program Engineer Safety Program Section, providing advanced engineering and technical guidance, establishing work objectives and timelines, evaluating employee performance, motivating and training. Develops and implements Traffic Safety business and related plans to guide resource allocation and achieve unit performance targets, ensuring funding and resources are utilized in the most cost effective and beneficial manner in order to implement the most current program elements, performance measures and functions. Represents Traffic Safety Interests at meetings, on committees and task teams, maintaining professional contact with internal and external partners to promote good public relations while upholding the policies of the Department and keeping the District Traffic Operations Engineer apprised of such issues. Develops and manages consultant contracts and other agreements that support Traffic Safety functions including the development of documentation for contract funding, request for proposal (RFP), participation on Technical Review Committees (TRC), evaluation of contract work products, consultant evaluations and invoice processing approval. Acts as technical advisor on the use of traffic engineering/safety standards, policies and best practices, as well as advocating for the appropriate traffic engineering countermeasures during the planning, design and construction phase of highway projects.

Jim Ganey, FCCM District Rail Administers the District Rail-Highway Grade Crossing Improvements Program 386-943-5331 Coordinator (DRJGCI) and the Rail Highway Grade Crossing Maintenance Program (RHGCMP) while serving on various railroad committees. Reviews Tentative Work Program (TWP) to identify construction and/or maintenance projects that require railroad involvement and assist in the development of TWP for rail infrastructure and special projects. Serves as FDOT liaison for rail-related projects and provides engineering expertise to local governments concerning the establishment of Railroad Quiet Zones. Serves as the Operation Lifesaver Regional Coordinator, solicits candidate projects for the RHGCMP and serves on the District Diagnostic Field Review Team for the selection of candidate projects for the DRJGCI. Prepares and coordinates the Railroad Maintenance of Traffic Plan for railroad detours involving the State Highway System to minimize disruption of flow, and maintains and updates the District Rail-Highway Crossing Inventory and Crossing Locator Maps.

FLP ORGANIZATION & ACTIVITIES GUIDE 96 DISTRICT 5

District 5 Office of Modal Development Staff Responsibilities Alan E. Hyman, P.E. Director of Serves as Director of Transportation Operations in District Five. Manages the 386-943-5477 Transportation operations of the following program areas of this nine counties District: Operations Construction, Maintenance, Materials and Research, Traffic Operations, Safety, Emergency Operations, and the Professional Engineer Trainee Program. Develops, implements, enforcement of statewide and district-wide policies and procedures as well as operational engineering activities for the District. Monitors demographic trends and their effect on the transportation system and provide district operational policies that promote effective management in a changing environment. Manages, schedules, coordinates and reviews the activities of these program areas. Develops and maintains appropriate communications and working relationships with elected officials, governmental agency employees, news media reporters, and the general public concerning department programs and activities. Receives, evaluates and disseminates instructional and informational materials from the Secretary, Assistant Secretaries, District Secretary and other Directors. Disseminates information to Department Heads with required guidance, interpretation and priority. Establishes and maintains organizational procedures and provide guidance to assure the effectiveness and efficiency of Florida Department of Transportation programs.

Key Freight Infrastructure Serving District 5 SIS Highways I-4, I-75, I-95, Florida’s Turnpike, Wekiva Parkway, US 17, SR 20, US 27, US 301, SR 40, SR 44, SR 100, SR 326, SR 408, SR 417, SR 429, SR 528 SIS Railroads CSX, FEC, FDOT/SunRail, Florida Northern, Florida Central, Florida East Coast Railway SIS Airports Daytona Beach International Airport, Orlando International Airport, Gainesville Regional Airport, Tampa International Airport, Orlando Sanford International Airport, Melbourne International Airport, Kissimmee Gateway Seaports Port of Jacksonville, Canaveral Port Authority, Port of Tampa, Tampa Port Authority, Port Canaveral General Aviation Airports Flagler County, Ormond Beach Municipal, New Smyrna Beach, Massey Ranch, Pierson, Bob Lee, Deland, Ocala International, Dunnellon/Marion County, Leesburg Regional, Umatilla, Mid Florida Air Service, Tavares Seaplane, Orlando Executive, Space Coast Regional ,Merritt Island, Valkaria, Arthur Dunn Airpark, Kissimmee Gateway, Bob White Field, Orlando Apopka Non-SIS Highways US 1, US 17, US 92, US 192, US 441, SR A1A, SR 19, SR 3, SR 44, SR 46, SR 50, SR 200, SR 301, SR 415, SR 434, SR 442, SR 471, SR 520, Spaceports Cape Canaveral Spaceport County Freight And Logistics Overviews Brevard County Marion County Seminole County Flagler County Orange County Sumter County Lake County Osceola County Volusia County

FLP ORGANIZATION & ACTIVITIES GUIDE 97 DISTRICT 5

FLP ORGANIZATION & ACTIVITIES GUIDE 98 DISTRICT 6

DISTRICT 6

1000 N.W. 111 Avenue Miami, Florida 33172

Secretary James Wolfe [email protected] Telephone: (305) 470-5197

District Six encompasses Miami-Dade and Monroe counties in South Florida. The district is home to 2,550,220 people. Its roads are traveled more than 30.8 million miles daily. As of December 31, 2009, daily vehicle miles traveled (DVMT) on state roads for the district is 31,559.8. In 2008, for all public roads in the district, it is 56.7 million DVMT. FDOT provides funding assistance to Miami-Dade Transit, which operates 893 buses in the district and the City of Key West Department of Transportation, which operates 17 buses. The area is also served by seven public airports, 78 private airports, two rail lines, and two deep-water ports: the Port of Miami and the Port of Key West.

FLP ORGANIZATION & ACTIVITIES GUIDE 99 DISTRICT 6

DISTRICT 6 STAFF

Harold Desdunes Director of Transportaion Development

Teresita Alvarez, P.E. Intermodal System Development Manager

Dionne Richardson Carlos Castro Modal Development Manager District Freight Coordinator

Raymond Freeman Transit Programs Administrator

Ana Quero Intermodal/Rail Programs Administrator

Christopher Dube Multimodal Project Administrator

Sunshine Cayubit Seaport/Aviation Programs Administrator

FLP ORGANIZATION & ACTIVITIES GUIDE 100 DISTRICT 6

District 6 Office of Modal Development Staff Responsibilities Harold Desdunes Director of Responsible for directing and coordinating the delivery of professional engineering 305-470-5442 Transportation services for planning and production and the acquisition of real estate for transportation Development projects. Serves as one of the key official communicators representing the District Secretary in articulating FDOT program policy to local governments. Develop beneficial relationships between FDOT, counties, cities, MPOs, and RPCs. Manage budget issues for Transportation Development and approves invoices in a timely manner. Directs the organization and management of the Intermodal Systems Management Office and serves as the primary point of contact with local government planning staffs. Directs the organization and management of the Program Management Office. Oversees the development, production, and maintenance of the Department’s Five Year Work Program and the Transportation Improvement Program. Directs the organization and management of the District Design Office. Directs the organization and management of the Right of Way Office. Monitors, reviews, and recommends approval on all personnel activities, such as hiring and recruiting efforts. Reviews and exercises final authority of all disciplinary actions. Administers the collective bargaining agreements and represents the District Secretary at Labor/Management meetings. Dat Huynh Intermodal Perform managerial duties. Prepare and monitor the unit budget and manage funds Systems allocated to the assigned cost center. Administer agreements resulting from collective Development bargaining negotiations and manages employee relations issues. Plan, direct and manage Manager work in the Planning, Project Development and Environment (PD&E)/Scoping/Value Engineering, Environment, Aviation, Transit, Americans with Disabilities Act /Rails/Intermodal, Multi-Modal Planning, Seaport, Freight and Strategic Intermodal System sections. Manage and review all Joint Participation Agreements prepared by Public Transportation Operations (PTO) staff providing state and/or federal funding to sponsors in accordance with established procedures and production targets. Monitor project schedules and construction activities. Meet with modal administrators to review project status, cash flow and federal grants. Review work program projections developed by PTO staff prior to transmitting them to Work Program Office. Develop District policies, methods, practices, and procedures for accomplishing the planning, multi-modal, engineering and environmental goals and objectives of the unit in a cost effective manner, which, conform to and comply with Department policy. Identify consultant’s work needs on Intermodal System Planning projects. Participate in consultant selections and overseeing consultant’s work. Serve as a member of the Transportation Plan Technical Advisory Committee and Transportation Improvement Plan Development Committee for the Miami-Dade County Metropolitan Planning Organization (MPO). Advise the authorities in regard to FDOT and Federal Highway Administration (FHWA) policy and procedures. Attend and present at MPO and subcommittees meetings as necessary. Serve as Liaison to the FHWA, State, and Federal environmental regulatory agencies.

FLP ORGANIZATION & ACTIVITIES GUIDE 101 DISTRICT 6

District 6 Office of Modal Development Staff Responsibilities Dionne Richardson FLPO Unit Manager Plans, organizes, coordinates and schedules assigned work for employees. Provides 305-470-5292 employee orientation, training, counseling and disciplinary actions and prepares employee performance evaluations. Supervise staff overseeing Rail and Intermodal Programs. Identify and request necessary resources for Rail program to meet business plan and ongoing program objectives. Participate in policy discussions related to railroad- highway crossing safety the South Florida Rail Corridor (SFRC) new technology considerations, and funding considerations. Supervise staff overseeing Public Transit Programs. Coordinate program administration of grant programs, Toll Revenue Credit documentation, and the Transportation Disadvantaged Program activities. Supervise staff overseeing the Aviation programs. Participate in statewide Florida Aviation System Planning and Strategic Planning process. Provide technical assistance to airport customers and communities. Supervise staff overseeing District Seaport activities. Coordinate district participation in the development and implementation of the Strategic Intermodal Systems (SIS). Manage the planning, development, and analysis of freight and goods movement and Intermodal projects and programs. Assist the District Title VI Coordinator in monitoring and reporting the Department's compliance with Title VI and related duties. Carlos Castro District Freight Serves as the primary District contact for coordinating on matters of freight. Assists in 305-470-5238 Coordinator facilitating public-private, state-local and state-federal freight transportation investment decisions. Communicates, informs, and seeks input from freight customers/partners. Assists in collaborating on a statewide multimodal freight mobility program. Develops and implements efforts to improve freight mobility, freight infrastructure, and related operations. Works to ensure that all state transportation agencies and divisions integrate freight mobility consideration into their day-to-day business practices. Seeks to promote synergies with other statewide policy initiatives. Oversees program management, analysis, communication/coordination, strategic planning, budget/finance, and training. Establishes relationships, serves as an active resource, and advocate for freight issues in coordination with other governmental organizations and the private sector. Raymond Freeman Transit Programs Manages and implements the Transit Programs including State Transit Block Grant, 305-470-5255 Administrator Transit Corridor, Service Development, New Starts Transit, and Section 5311. Manages the section 5310 Program. Transit Programs Contracts Project Manager – Create and execute Transit contracts (JPA). Monitors compliance of transit agencies with Federal and State system safety rules and regulations through the use of consultant resources. Reviews and ranks UPWP proposals in accordance with established procedures. Researches and prepares correspondence and attends meetings to provide input into project development to ensure transportation systems provide access to transit. Reviews District production plans to eliminate any conflicts with existing transit facilities. Develops Transit Work Program. Develops transit Improvement work program. Manages the District commuter Assistance Program. Reviews, approves and processes public transportation agreement invoices.

FLP ORGANIZATION & ACTIVITIES GUIDE 102 DISTRICT 6

District 6 Office of Modal Development Staff Responsibilities Ana Quero Rail/Intermodal Manages the review of District production projects at phases I, II and III, to determine 305-470-5333 Programs extent of railroad involvement and coordinates recommendations for District production Administrator projects. Manages the District Rail program to ensure compliance and scheduling requirements. Develops Rail and Intermodal work program in accordance with procedures and work program instructions. Coordinates railroad work for crossing rehabilitation. Negotiates and prepares contracts to provide state/federal funding for railroad infrastructure improvements to railroad companies, local governments, transportation authorities and others. Monitors project schedules and coordinates railroad work required for Department construction projects. Coordinates and participates with the diagnostic review team that identifies projects for the federally funded signal safety program. Manages Public Transportation Consultant contracts. Reviews applications for openings and closing of grade crossings and abandonment. Assists the District Freight Coordinator with freight planning needs of the District. Christopher Dube Modal Projects Assist the Manager with Airport, seaport, transit, and rail program oversight. Modal 305-470-5378 Administrator production development. SIS Modal program development. Represent the District before other agencies and local governments. Policy review and analysis. Agency compliance monitoring. Bus system safety inspections. Tri-annual certification review assistance. Transportation planning/transit technical assistance. Manage district-wide consultant’s special projects. Sunshine Cayubit Aviation / Seaport Oversees the management and implementation of Aviation Improvement programs. 305-470-5441 Programs Oversees the management and implementation of Seaport Improvement programs. Administrator Monitor project schedules and construction activities, regularly meets with airport sponsors/seaports to review project status/cash flow, federal grants and prepares reports that track projects status. Researches and prepares correspondence and attends meetings to provide input into project development stage and beyond to ensure transportation systems improves access to airports. Review 30%, 60%, and 90% District production plans to eliminate conflicts with existing aviation facilities. Manage Public Transportation consultant contract including reviewing and approving work performed by the consultant and negotiating man-hours for task driven contract. Review and approve invoices to ensure proper billing and prompt payment. Track Agreements expiration dates and contract expenditures. Develop aviation and seaport work program in accordance with procedures and work program instructions and forwards updates to the Work Program Office and meet regularly with sponsors to ensure accuracy of Work Program. Represent the District on aviation planning committees and review and provide input on updates to Airport Master Plan and Airport Layout Plans. Assist in monitoring and reporting the Department’s compliance with Title VI. Assist Central Office inspectors with the inspection of public airports and compliance inspection of deficiencies when requested by Central Office.

FLP ORGANIZATION & ACTIVITIES GUIDE 103 DISTRICT 6

District 6 Office of Modal Development Staff Responsibilities Curlene Thomas Metropolitan Assist with District/Metropolitan Planning Organization (MPO) coordination and 305-470-5408 Planning administration, including the following elements: Unified Planning Work Program, Administrator Transportation Improvement Program, and Long Range Transportation Plan. Administer Federal Planning and Surface Transportation programs. Review MPO compliance with Single Audit Act requirements. Coordinate the annual Joint Certification process with the MPO and ensure completion of the Joint Certification Report. Develop and manage planning studies to support internal as well as external customers. Manage consultant contracts. Coordinate study activities with Department offices, outside agencies, local governments and the public. Monitors key performance responsibilities and ensures work performance of assigned staff is meeting the established expectations and work standards. Coordinate with District Environmental Administrator, Planning Manager, District Project Development Engineer, MPO, other transportation or transit agencies, Project Managers and consultants in the identification, entry and review of projects for Planning and Programming Screening events. Perform ETDM data analysis and prepare reports. Coordinate data management needs and response to inquiries by Central Office Technical Staff, ETAT members or general public. Attend Statewide ETDM Coordinator meetings. Coordinate socio-cultural effects determinations and response entries in the EST. Hold weekly ETDM teleconferences to coordinate with staff, outside agencies, and consultants on the status of projects being screened through EST. Participate Monthly Coordination meeting with PD&E and Environmental Project Managers, Central Office EMO staff and FHWA on on-going PD&E projects.

Key Freight Infrastructure Serving District 6 SIS Highways I-75, I-95, I-195, I-395, US 1, SR 997, Airport Expressway, Gratigny Parkway, Palmetto Expressway, East-West (Dolphin) Expressway, South Dade Expressway Florida’s Turnpike SIS Railroads Florida East Coast Railway, FDOT/Tri-Rail SIS Airports Miami International Airport, Key West International Airport Seaports Port of Miami, Port of Key West General Aviation Airports Homestead General, Kendall-Tamiami Executive, Opa-Locka Executive, Miami Seaplane Base, The Florida Keys Marathon Airport Non-SIS Highways US 1, SR A1A, SR 9, SR 90 Transit Agencies Miami-Dade Transit (MDT), S. FL Regional Transportation Authority (Tri-Rail), Key West Transit

County Freight And Logistics Overviews Miami-Dade County Monroe County

FLP ORGANIZATION & ACTIVITIES GUIDE 104 DISTRICT 7

DISTRICT 7

11201 N. Malcolm McKinley Drive Tampa, Florida 33612-6403

Secretary David Gwynn [email protected] Telephone: (813) 975-6039

District 7, with a land area of nearly 3,332 square miles, District Seven represents five counties with 2,884,600 residents in the Tampa Bay area. Drivers in the district travel more than 33.6 million miles daily. FDOT provides capital and operating assistance to three major transit authorities in the district. Forty-two airports, three deep-water ports and one major rail line also operate in the Bay area.

FLP ORGANIZATION & ACTIVITIES GUIDE 105 DISTRICT 7

DISTRICT 7 STAFF

Vacant Director of Transportation Development

Ming Gao Modal Development Administrator

Elba Lopez George Boyle Transit and Intermodal Freight and Logistics Administrator Manager

Brian Hunter David Newell Ray Clark Steve Love Tracy Noyes District Freight Aviation/Seaport Transit Coordinator Rail Administrator Production Coordinator Coordinator Administrator

Michael Brown Vacant Assistant Kenneth Madden Transit Coordinator Aviation/Seaport Rail Coordinator Administrator

Katina Kavouklis Transit Coordinator

FLP ORGANIZATION & ACTIVITIES GUIDE 106 DISTRICT 7

District 7 Office of Modal Development Staff Responsibilities Vacant Director of Oversees the Transportation Development Department including Modal Development, 813-975-6133 Transportation Planning and Environmental Management, Survey and Mapping, Consultant Project Development Management, Right of Way, Design, and Program Management. Ming Gao Modal Directs, manages, and supervises all Modal Development (MD) staff. Provides policy 813-975-6454 Development guidance, direction, and the management of short and long range transportation planning, Administrator multi modal systems planning and impact analysis. Directs, manages, and supervises the project management, project scheduling, and implementation of all projects within MD. Oversees the development of modal improvement projects. Performs the duties of Director of Transportation Development for the District in the director's absence. George Boyle Freight and Manages FLP program, which includes supervising and coordinating the activities of staff 813-975-6454 Logistics Manager Administers Joint Participation Agreements (JPA) for FLP program projects. Responsible for conducting training as it relates to Multi-Modal Systems functioning and activities. Performs duties of the District Modal Development Manager in his absence. Tracy Noyes Production Analyzes and evaluates contract invoices for accuracy and completeness. Develops, analyzes 813-975-4837 Coordinator and distributes the Planning Production Report and Coordinates with both Central Office and District staff to ensure that Multi-Modal Systems projects are accurately identified. Tracks the unit's contract statuses by frequently updating the contract status report. Assists unit staff in reviewing Single Audit reports from agencies. Provides administrative support to the unit. Raymond Clark Aviation/Seaport Supervises staff responsible for airport and seaport improvement and planning, which 813-975-6235 Program include preparation of JAP, review and approval of sponsor invoices. Supervises staff Administrator responsible for administration of the Aviation and Seaport Five Year Program, which include evaluation of local projects to district and state needs. Manages the administration of the Airport Master Planning Program. Monitors the administration and development of the Joint Aviation Capital Improvement Program (JACIP). Manages the administration of the Seaport Program by reviewing seaport projects in FDOT Five Year Work Program. Michael Brown Assistant Aviation Assists with aviation work program development for Pasco, Hernando, and Citrus Counties. 813-975-6619 Program Seaport program management includes work program development, project initiation, Administrator/ writing JPA's, site visits, approval of specifications, invoices. Assists in the annual inspection Assistant Seaport of all public airports, seaplane bases and heliports in District 7. Project Manager of JACIP for Administrator Citrus, Pasco, and Hernando counties. Provides technical assistance in the preparation and review of airport master plan studies and aviation systems planning. Attends civic meeting and hearings concerning the development, implementation, and evaluation of proposed seaport/airport projects. David Newell TD Program Evaluates, comments, implements, and monitors local/state/national plans, policies, related 813-975-6195 Coordinator to transportation disadvantaged regulations and procedures, such as Mobility of Seniors and individuals with Disabilities Public Transportation (49 USC, Section 5310) and any other associated federal/state grant programs, that improve the accessibility and mobility for seniors and persons with disabilities. Responsible for the oversight, review, and rollout of appropriate state/federal grant allocations. Reviews, analyzes, reports and disseminates pertinent information concerning any related transit planning activities. Responsible for recordkeeping and library maintenance. Coordinates agenda items and organizes quarterly Transportation Advisory Local Coordination Board and local agencies. Coordinates local coordinating board agendas and maintains current information on all Transportation Disadvantaged activities.

FLP ORGANIZATION & ACTIVITIES GUIDE 107 DISTRICT 7

District 7 Office of Modal Development Staff Responsibilities Katina Kavouklis TDM / Rural Evaluates, comments, implements, and monitors local/state/national plans, policies, 813-975-6406 Transit System regulations and procedures related to any federal/state public transportation grant sources Coordinator related to Transportation Demand Management (TDM) and Transportation Management Organizations (TMO’s) consisting of 4 transportation management agencies and TBARTA (Tampa Bay Area Regional Transportation Authority), as well as, applicable transit grant programs and oversight activities (Transit System Safety/Security Policies) impacting District 7’s rural transit agencies (Citrus Connection in Citrus County and THE Bus in Hernando County). Responsible for the oversight, review, and rollout of appropriate state/federal grant allocations. Reviews, analyzes, reports and disseminates pertinent information concerning any transit planning activities. Responsible for recordkeeping and library maintenance. Coordinates agenda items and organizes quarterly Transit Advisory Group meetings with local agencies. Coordinates with individual and group TMO coordinating group and TBARTA committees and maintains current information on all Transportation Demand Management activities. Vacant Urban Transit & Evaluates, comments, implements, and monitors local/state/national plans, policies, 813-975-6412 Fixed Guideway regulations and procedures related to any federal/state public transportation grant sources System related to transit activities (Transit System Safety/Security Policies) impacting District 7’s Coordinator urban transit agencies (HART in Hillsborough County, PCPT in Pasco County and PSTA in Pinellas County) and fixed guideway system/safety oversight reviews associated with the Tampa Line Streetcar System in Downtown Tampa. Responsible for the oversight, review, and rollout of appropriate state/federal grant allocations. Reviews, analyzes, reports and disseminates pertinent information concerning any transit planning activities. Responsible for recordkeeping and library maintenance. Coordinates agenda items and organizes quarterly Transit Advisory Group meetings with local agencies. Coordinates agenda items and organizes quarterly Transit Advisory Group meetings with local agencies. Brian Hunter District Freight Serves as the primary contact for the district in coordinating on matters of freight and act as 813-975-6436 Coordinator a resource for freight issues with other governmental organizations and the private sector. Communicates with, informs and seeks input from freight partners. Assists in collaborating on a statewide multimodal freight mobility program, including— highways, air, marine, spaceports and rail, and involving multiple public agencies and private businesses, to ensure these programs are in alignment with strategic objectives and work program. Collaborates with the Aviation, Rail, Seaport and SIS (Strategic Intermodal Systems) coordinators /managers. Develops and implements efforts to improve freight mobility, freight infrastructure, and related operations throughout the District as part of one integrated, multimodal system. Manages the Tampa Bay Regional Strategic Freight Plan and works to ensure it is synegistic with local (MPO, City, County, Chamber of Commerce and Economic Development Agencies) freight plans and initiatives. Oversees program management, analysis, communication/coordination, strategic planning, budget/finance, and training. Steve Love Rail Program Supervises rail program staff and oversees all Rail Program activities including the District 813-975-6402 Administrator Highway Grade Crossing Program, Railroad Crossing Signal Safety Program, Rough Crossing Rehabilitation Program, and District activities for Operation Lifesaver. Prepare, monitor and maintain the District Rail Five Year Work Program. Assist FDOT Central Office in monitoring and implementing activities for rail line relocation projects, rail corridor abandonment actions, and rail corridor enhancement projects, permitting of railroad crossing opening and closing applications. Kenneth Madden Rail Coordinator Perform routine technical activities, routine liaison activities between the Rail Company's 813-975-6407 construction crews and Department's construction and Maintenance offices in support of the implementation of Rail Programs. Administers the District Railroad Highway Crossing Inventory Program. Participates in the annual Railroad Signal Safety Program.

FLP ORGANIZATION & ACTIVITIES GUIDE 108 DISTRICT 7

District 7 Office of Modal Development Staff Responsibilities Key Freight Infrastructure SIS Highways I-4, I-75, I-275, US 19, US 92, US 98, SR 44, SR 50, SR 54, SR 60, SR 589, SR 597, SR 618 SIS Railroads Amtrak, CSX, Florida Northern SIS Airports Tampa International Airport, St. Petersburg Clearwater International Airport Seaports Port Tampa Bay, Port of St. Petersburg, Port Citrus General Aviation Airports Crystal River Airport, Inverness Airport, Hernando County Airport, Peter O. Knight Airport, Plant City Airport, Tampa Executive Airport, Pilot Country, Tampa North Aero Park, Zephyrhills Airport, Albert Whitted Airport, Clearwater Air Park Non-SIS Highways US 41, US 98, US 301, SR 39, SR 41, SR 51, SR 60, SR 580, SR 595 Transit Agencies Hillsborough Area Regional Transit (HART), Pinellas Suncoast Transit Authority (PSTA), Pasco County Public Transportation (PCPT), TransHernando Express (THE Bus), Citrus County Public Transit

County Freight And Logistics Overviews Citrus County Pasco County Hillsborough County Hernando County Pinellas County

FLP ORGANIZATION & ACTIVITIES GUIDE 109 FLORIDA’S TURNPIKE ENTERPRISE

FLORIDA’S TURNPIKE ENTERPRISE

Turkey Lake Service Plaza, Milepost 263 Ocoee, Florida 34761

Executive Director Diane Gutierrez-Scaccetti [email protected] Telephone: (407) 264-6039

Florida's Turnpike Enterprise utilizes the best practices of the private sector while operating in the public interest. Operating as a separate business unit of the Florida Department of Transportation (FDOT), Florida's Turnpike has expanded and increased revenue, emerging as a major freight corridor for the state, while continuing to protect bondholders and improve customer service across the board. The results have been improved efficiency, cost-effectiveness and timely project delivery. Florida's Turnpike is now responsible for all operations on every FDOT-owned and operated toll road and bridge. This represents about 600 miles of roadway and 80 percent of all toll facilities in Florida. Florida's Turnpike strives to ensure every customer who travels these toll roads and bridges receives first class service on every trip. The Turnpike runs through four FDOT districts (6, 4, 1, and 5). The Turnpike headquarters is located in Ocoee, Florida, which is within the western portion of metropolitan Orlando. A complete Turnpike system overview can be found here: http://www.floridasturnpike.com/about_system.cfm

FLP ORGANIZATION & ACTIVITIES GUIDE 110 FLORIDA’S TURNPIKE ENTERPRISE

FLORIDA’S TURNPIKE ENTERPRISE STAFF

Michael Shannon, PE Director of Transportation Development

Eric Gordon James Kervin Allison Stettner Assistant Traffic Operations Rail Coordinator Planning Manager Engineer

Rax Jung SIS Coordinator

Kim Samson South Florida Coordinator Traffic Engineering Supervisor

Josiah Banet Central Florida Coordinator - Planning/Project Management Group Manger

Kevin Bergman Senior Transportation Engineer

FLP ORGANIZATION & ACTIVITIES GUIDE 111 FLORIDA’S TURNPIKE ENTERPRISE

Turnpike Office of Modal Development Staff Responsibilities James Kervin CO/D3/Turnpike Oversees the development of FDOT's Freight planning initiatives that relate to the Turnpike 407-532-3999 Freight System. Ext.3007 Coordinator Randy Fox Planning Manager Oversees the Turnpike's efforts involving the SIS Plan, transportation studies and activities, 407-264-3041 and development of the Five-Year Work Program. Eric Gordin Assistant Traffic Participates in, supports, and assists in the development of Turnpike's Freight Strategic Plan. 407-264-3316 Operations Engineer Rax Jung SIS Coordinator Assists with formulating, developing, and monitoring the Turnpike's activities related to the 407-264-3870 Strategic Intermodal System (SIS) Plan. Josiah Banet Central Florida Assists with formulating, developing, and monitoring the Five-Year Work Program by 407-264-3809 Coordinator - determining system needs and priorities. Project manager of Future Corridors project. Planning/Project Participates in, supports, and assists in the development of Turnpike's Freight Strategic Plan. Management Participates, reviews, and comments on transportation studies and activities. Group Manager Kim Samson South Florida Assists with formulating, developing, and monitoring the Five-Year Work Program by 954-934-1106 Coordinator - determining system needs and priorities. Participates, reviews, and comments on Traffic Engineering transportation studies and activities. Supervisor Kevin Bergman Senior Assists with formulating, developing, and monitoring the Five-Year Work Program by 407-264-3641 Transportation determining system needs and priorities. Participates in, supports, and assists in the Engineer development of Turnpike's Freight Strategic Plan. Participates, reviews, and comments on transportation studies and activities.

FLP ORGANIZATION & ACTIVITIES GUIDE 112 TURNPIKE

A publication of the Florida Department of Transportation

Office of Freight, Logistics and Passenger Operations

For more information, please contact us at:

(850) 414‐4500

605 Suwannee St. MS 57

Tallahassee, Florida 32399‐0450

FreightMovesFlorida.com

FLP ORGANIZATION & ACTIVITIES GUIDE 113